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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.Abstract Records the research on the relationship between TQM, ISO 9000 certification and business performance improvement. The research is based on a survey conducted in Norway. Finds that the TQM criteria (or enablers) such as quality leadership, human resource development, quality information, etc. contribute to the improvement of customer satisfaction and business performance. However, none of these TQM enablers can guarantee enhanced performance. It is these enablers as a whole that contribute collectively to the improvement of performance. The study also finds that ISO 9000 standards are partially related to the implementation of TQM and the improvement of business performance. The recommendation is that ISO 9000 should be incorporated with the philosophy and methods of TQM.The research register for this journal is available at

Purpose-There are very few studies on the impact of job attitude on knowledge sharing. The purpose of this paper is to examine the effects of job involvement, job satisfaction, organisational commitment, and organisational citizenship behaviour (OCB) on employees' knowledge sharing behaviour. Design/methodology/approach-This research is based on a survey of 116 Information Systems personnel in Malaysia. Structural equation modelling is used to test the hypothesis. Findings-The results show that job involvement, job satisfaction and OCB are independent and positively related to employees' knowledge sharing behaviour. However, organisational commitment has a negative relationship with knowledge sharing behaviour. It is found that OCB is not a significant mediator between job involvement, job satisfaction organisational commitment and knowledge sharing behaviour. Research limitations/implications-It is widely reported that knowledge workers may not be willing to share with others since they can always argue that it is not their job to share. Therefore, knowledge sharing can be regarded as an extra job. OCB is an extra-role behaviour which is especially relevant to research on knowledge sharing. Theories and research methods in OCB may be used in future research on knowledge sharing. Practical implications-Given the importance of knowledge sharing in today's competitive business world, this study provides a broader understanding of different dimensions of job attitudes in relation to employees' knowledge sharing behaviours. Our findings suggest that organisational administrators and managers should look into ways of improving the levels of job satisfaction, job involvement, and OCB in order to facilitate knowledge sharing behaviour. Originality/value-This study makes two distinct additions to the organisational behaviour and knowledge sharing literature. First, job attitudes appear to be significantly related to knowledge sharing behaviour, addressing a research gap in the literature of knowledge sharing and employee attitudes. Second, this study reveals that OCB directly affects knowledge sharing but it does not mediate employees' job attitudes to promote knowledge sharing behaviours.

Access to this document was granted through an Emerald subscription provided by 304077 [] For AuthorsIf you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this study is to formulate supplier integration strategy with the aim to eliminate Ohno's manufacturing wastes and empirically examines its influence on lean manufacturing adoption in electronic-enabled manufacturing supply chains (EMSC). Design/methodology/approach -The proposed theoretical model is tested with the survey data obtained from 558 manufacturers in 17 countries which is stratified into two groups of small/large firms for measuring the significance of measurements. Findings -The influential factors comprising the supplier integration strategy, i.e. information sharing, e-business systems and policy-based supplier selection, have positive influence on the long-term lean manufacturing adoption in small-and medium-sized firms. Besides, the results reveal that manufacturers may commit ongoing use of lean manufacturing only if it has been using regularly.Research limitations/implications -The study is conducted from the stand point of a manufacturing firm. Hence, the constructs are not appropriate for distributors and retailers. Besides, the concepts measured in the study can only be generalized to small-and medium-sized firms. Practical implications -Implementing supply strategy in practice requires the collaboration of manufacturers and suppliers, and manufacturers are in better position to select the suppliers in favor to the implementation of lean manufacturing in EMSC. Also, small manufacturers tend to adopt lean manufacturing along with relevant supplier integration tactics due to having less complex organizational structure. Originality/value -There is a scarcity of papers that study the impact of supplier integration on lean manufacturing through combining practitioner's lean implementation methodology and academia's decision theory. This paper is beneficial to manufacturers who intend to revise their e-supply strategy in coping with sustainable imitative in recessionary time.

Mass customization (MC) refers to the capability to produce customized goods for a mass market. Innovation can enhance the flexibility and responsiveness of a company, and standardization enables the company to achieve economies of scale and scope, both of which are necessary for developing MC capability. A conceptual model is proposed to explore the relationships among innovation, standardization, MC capability, and delivery speed. Hypotheses are tested using survey data from 204 manufacturing companies in China. The results show that standardization positively influences innovation. Innovation and standardization positively affect MC capability and are complementary in developing MC capability. Innovation significantly enhances delivery speed. However, the direct effect of standardization on delivery speed is nonsignificant. In addition, innovation and standardization indirectly affect delivery speed through MC capability. This study contributes to the literature by providing empirical evidence on the individual and interactive effects of standardization and innovation in developing MC capability and their joint influence on delivery speed. The results will help managers understand the roles of standardization and innovation in improving organizational capability and performance

Records the research that investigates the differences in quality management between Shanghai and Norwegian manufacturing companies. The research is based on a survey supported by the Norwegian Association for Quality Management (NFK) and the Shanghai Association for Quality Control (SAQC). The research reveals major differences between the two parties. Compared with their Norwegian counterparts, Shanghai companies place greater emphasis on quality control and statistical methods while neglecting customer satisfaction and quality assurance. The final conclusion is that, although managers appreciate the importance of quality management, quality management in Shanghai is still focused on internal quality control, which is still far from Total Quality Management (TQM). Practical implications for future improvement in Shanghai companies and foreign joint ventures in Shanghai are discussed. Future research is also discussed.

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