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IJGMSP (v4:n2)

Volume 4, Number 2


CONTENTS

Institution as Looting Apparatus: Interaction of gender equality and institutions on Female Entrepreneurship, Farzana Chowdhury

The influence of inter-firm relationships on Supply Chain Quality Management: A Survey of UK firms, Anabela Soares, Ebrahim Soltani and Yingying Liao

The Future of Project Management Education: Project Management - It's evolving and what we teach needs to evolve too, Diane Drumgold , Ismail Abd Rahman, Junaidah Hashim and Faridah Abdul Latif

Narrative Leadership: Creating an Environment That Works, Rabbi Rob Abramovitz



ABSTRACTS

Institution as Looting Apparatus: Interaction of gender equality and institutions on Female Entrepreneurship
Farzana Chowdhury

School of Public and Environmental Affairs in
Indiana University, Bloomington, Indiana.
E-mail: fchowdhu@indiana.edu


Abstract

The novel approach of this paper is to suggest that interaction of national level institutions and personal characteristics influence female entrepreneurship. To do this, I examine the factors that influence female entrepreneurial activity, paying particular attention to gender differences. I find that countries that have large number of female participate in the labor market and have higher level of education experience and lower level of corruption experience higher level of entrepreneurship; minimum capital required to start a business does not serve as a barrier when women are able to participate in the labor market.


Keywords: Female entrepreneurship, gender equality, institutions, corruption, human capital, regulatory environment



he influence of inter-firm relationships on Supply Chain Quality Management: A Survey of UK firms
Anabela Soares

adss2@kent.ac.uk

Professor Ebrahim Soltani

E.Soltani@kent.ac.uk
Kent Business School, Kent Business School
Kent Business School, University of Kent, Canterbury, Kent CT2 7PE, UK
Phone: (+44)7522667144

Dr. Yingying Liao

Xi'an Jiaotong-Liverpool University
yingying.liao@xjtlu.edu.cn

Abstract

Claims of the association between inter-firm relationships and the successful implementation of Supply Chain Quality Management (SCQM) practices have been long discussed in the literature. Nevertheless, these assumptions lack consistent empirical support. Using a quantitative survey approach of a sample of UK firms, this study offers a response to such void in the existing research and makes an attempt to empirically assess the impact of inter-firm relationships on SCQM practices.


Findings show significant results for the association between the inter-firm relationships and SCQM. The findings present the practicing manager with two important recommendations: a need (i) to reconsider their supplier relationship management systems and (ii) to revisit their role in the implementation of quality systems across the entire supply chain networks. This study also offers the operations and supply chain management scholars an opportunity to re-examine the appropriateness of the theoretically-driven SCQM constructs for further empirical scrutiny.


Keywords: Inter-firm relationships, Supply Chain Quality Management. img src="images/MegaBackground_1px - Copy.jpg" alt="" border="0" height="2px" width="98%" style="margin-left:0px;" />

The Future of Project Management Education: Project Management - It's evolving and what we teach needs to evolve too
Diane Dromgold

RNC Global Projects
Managing Director
Sydney NSW 2000 Australia
ddromgold@rncglobal.com

Abstract

Project management education is critical to the success of all organizations. The pace of change with which we live means there are only two things going on in organizations: those that bring today's results; and those that enable tomorrow results.


Change is no longer something we work towards and then rest on arrival. Change, now is a continuous process. It is no longer discreet and contained; it is complicated and integrated into many aspects of an organization.

Change is delivered through projects. Projects no longer have the time and space to stand alone. Project managers no longer have direct or exclusive control of people contributing to the project.

Yet, most project management education focuses on the hard skills. The planning, tracking, recording, reporting – and slippage. The Project Management Body of Knowledge (PMBOK) produced by the Project Management Institute (PMI) and Prince2 have become the preferred approaches of the competent project manager and there are myriad software tools to support these approaches. I call this the science of administering projects and it relies on hard skills– they are necessary but far from sufficient to meet the needs of current and future project managers and the people who employ them.

Most project managers are faced with a task far larger and more difficult; managing across organisations, without authority or control. This paper exposes the reality of what project managers need to be able to do and asks global management educators to teach it.



Narrative Leadership: Creating an Environment That Works

Rabbi Rob Abramovitz

Marylhurst University
School of Business
17600 Pacific Highway
Marylhurst, OR 97036-0261
rabramovitz@mymail.marylhurst.edu

Abstract

Today's management practices have inefficient and ineffective ways of measuring the quality of individual managers and the decisions they make. Narrative Leadership supplies both a rational model and simple metrics for management, the employees, and the organization as a whole. The goal of Narrative Leadership is to create an environment that is efficient, responsive, and effective.