Relevant bibliographies by topics / Quinn and Boden Company

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Academic literature on the topic 'Quinn and Boden Company'

Author: Grafiati
Published: 4 June 2021
Last updated: 9 February 2022

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Journal articles on the topic "Quinn and Boden Company"

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Zaiţ, Dumitru, and Adriana Zaiţ. "Issues of Organizational Culture in Romania – A Case Study." Review of Economic and Business Studies 9, no. 2 (December 1, 2016): 253–79. http://dx.doi.org/10.1515/rebs-2016-0043.

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AbstractThe present paper analyzes, through a case study, the organizational culture of a typical Romanian company from the textile industry. The company resulted from the privatization process, being a successful example in its field. The initial, socialist enterprise from which the analyzed company was created, had a long history prior to 1989; thus, although the newly created company has about 20 years of evolution, actually, the mother-company from which it was privatized has more than a decade of tradition.In order to collect data, we used two methods: direct, non-participative observation, together with a sociological survey based on a semi-structured interviewing technique. The interviews were conducted with the top managers - the strategic management and the managers from the human resources department, sales and purchasing departments. The observation and the interviews were undertaken during the period 2011-2012. For the analysis of the collected data, we used a systemization method and a theme-based organization of answers (specific to content analysis).The identification and analysis criteria for the typologies of the organizational culture were those used by Sonnenfeld (1988) and Quinn (1991). A protocol was established for all stages, including exploration, description of the situation, data analysis, typological classification of the organizational culture and interpretation. We conclude that the analyzed company has a mixed personality and hesitates between rigorous control and permanent adaptation, between the real and ideal image, between independent action and the need to wait for directions and reassuring control, a rather general characteristic of the Romanian culture.Although the managers seem to be in favor of a permanent and free adaptation to the threatening environment, control is always used as a precautionary measure. Moreover, the strategy of the company seems to privilege the maintaining of its structure and procedures and not the adaptation to the environment. The company is placed in different categories, for both models, at stated level comparing to the actual one, oscillating between Club and Baseball (for the Sonnenfeld typology) and between Hierarchical and Innovative (for the Quinn typology of organizational culture).
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Bernstrøm, Vilde Hoff, Jon Anders Lone, Cato A. Bjørkli, Pål Ulleberg, and Thomas Hoff. "Assessing a Norwegian Translation of the Organizational Climate Measure." Psychological Reports 112, no. 2 (April 2013): 390–407. http://dx.doi.org/10.2466/01.08.pr0.112.2.390-407.

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This study investigated the Norwegian translation of the Organizational Climate Measure developed by Patterson and colleagues. The Organizational Climate Measure is a global measure of organizational climate based on Quinn and Rohrbaugh's competing values model. The survey was administered to a Norwegian branch of an international service sector company ( N = 555). The results revealed satisfactory internal reliability and interrater agreement for the 17 scales, and confirmatory factor analysis supported the original factor structure. The findings gave preliminary support for the Organizational Climate Measure as a reliable measure with a stable factor structure, and indicated that it is potentially useful in the Norwegian context.
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Jardioui, Meriam, Patrizia Garengo, and Semma El Alami. "How organizational culture influences performance measurement systems in SMEs." International Journal of Productivity and Performance Management 69, no. 2 (July 26, 2019): 217–35. http://dx.doi.org/10.1108/ijppm-10-2018-0363.

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Purpose Literature highlights the impact of culture on managerial processes in general and the performance measurement system (PMS) in particular. However, understanding how organizational culture (OC) influences the PMS remains a challenge, especially in SMEs as in these companies the studies are very limited. The purpose of this paper is to investigate how OC influences PMSs in manufacturing SMEs. Design/methodology/approach To achieve the above purpose, a case study approach has been adopted. Four manufacturing SMEs with heterogeneous OC were investigated by means of companies’ documents reviews, participant observations and semi-structured interviews. A conceptual framework based on the competing value framework proposed by Cameron and Quinn (1999) and the PMS typology proposed by Garengo (2009) has been used to investigate the impact of OC on PMS. Findings According to the results, OC has a huge impact on PMS in manufacturing SMEs. The dimensions of “internal/external focus” influence strategy formalization, monitoring of the external environment and performance review. The “flexibility/control” dimensions influence the adoption of the balanced (or unbalanced) set of performance measures a company uses. Originality/value This paper contributes to clarifying how OC influences PMSs in manufacturing SMEs. Moreover, the study of interplay between flexibility/control dimensions and internal/external dimensions supports the identification of three theoretical propositions and four PMS types related to the four different OCs identified by Cameron and Quinn (1999).
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Lumbantoruan, Theresia Melisa, Munawaroh Zainal, and Dea Prasetyawati. "ANALYZING CORPORATE CULTURE IN HOTEL COMPANY USING ORGANIZATIONAL CULTURE, ASSESSMENT INSTRUMENT (OCAI) : CASE STUDY X HOTE IN JAKARTA." Emerging Markets : Business and Management Studies Journal 1, no. 1 (July 5, 2018): 23–39. http://dx.doi.org/10.33555/ijembm.v1i1.73.

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Organizational Culture Assessment Instrument well-known as OCAI commonly uses to describe the type of culture in a company. Using values framework as and instrument, this research attempt to find out what type of culture base on four culture type of Cameron and Quinn: Clan Hierarchy, Adhocracy and Market. Asking `89 of hotel staff respondent and applying on the framework, hotel staff exhibited Hierarchy culture as dominant in current situation and they preferred Clan culture for the future. This discrepancies between the current and preferred culture indicates that a change in culture, especially to clan culture. Result of culture perspectives between levels of hierarchy indicates staff and managers preferred to have clan culture. Culture profile on Six Key Dimensions of Culture (SKDC). Result showed that the overall scores and ranking were almost congruent in the current culture of all aspects. The preferred culture were reasonably congruent, Having clan culture dominating all aspects.
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Babcock, Loren E. "Casting with plaster of Paris." Paleontological Society Special Publications 4 (1989): 320–25. http://dx.doi.org/10.1017/s2475262200005281.

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Plaster of Paris is a general term for gypsum plasters and gypsum cements. Plaster, which has been in widespread use for producing casts of fossils since the Nineteenth Century (e.g., Green, 1832; Ward, 1866), is easily used for making rigid, long-lasting, and inexpensive casts of study specimens, and for making field casts from natural molds. Good general descriptions of the use of plaster are given in Clarke (1938) and Rich (1947), as well as in many recent books on sculpture (e.g., Miller, 1971; Chaney and Skee, 1973; Andrews, 1983), and in various brochures distributed by manufacturers (e.g., United States Gypsum Company, 1987a, 1987b). Using plaster for casting paleontological specimens was previously discussed in works by Quinn (1940), Keyes (1959), Heintz (1963), Rigby and Clark (1965), Rixon (1976), and Chase (1979).
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Rijanto, Alfitri, and Mukaram Mukaram. "Pengaruh Budaya Organisasi Terhadap Kinerja Karyawan (Studi Di Divisi Account Executive PT Agrodana Futures)." Jurnal Riset Bisnis dan Investasi 4, no. 2 (September 25, 2018): 35. http://dx.doi.org/10.35697/jrbi.v4i2.1185.

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This research is to know the influence of organizational culture on employee performance division of account executive PT Agrodana Futures. PT Agrodana Futures is a futures trading company specializing in foreign exchange trading of Asian stock indices. The influencing variables are the organizational culture with dimensions that refer to Cameron and Quinn (2006) ie clan, adhocracy, market, and hierarchy. While the variables that are influenced is the performance of employees with dimensions that refer to the Dharma (2003) namely the quality of work, the quantity of work, and timeliness. The method of this research is descriptive quantitative by using nonprobability sampling technique that is saturated sampling. The results showed that organizational culture has a mean value of 4.444 and employee performance with a mean value of 4.3670 which means both are in the very good category. Meanwhile, the organizational culture of account executive division at PT Agrodana Futures gives 26.3% influence on employee performance.
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7

O’Toole, Emer. "Cultural capital in intercultural theatre." Target. International Journal of Translation Studies 25, no. 3 (October 11, 2013): 407–26. http://dx.doi.org/10.1075/target.25.3.06aal.

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In 2006, the Dublin-based theatre company Pan Pan went to China to produce a Mandarin version of J.M. Synge’s canonical Irish play The Playboy of the Western World. Director Gavin Quinn chose to set the adaptation in a hairdresser/ massage parlour/brothel, on the outskirts of Beijing. He originally wanted the protagonist to hail from Xin-Jiang, China’s troubled Sinomuslim province. In interview, he said he was advised against this for fear of Chinese state censorship. However, the Chinese translators, Yue Sun and Zhaohui Wang, suggest that the decision not to represent a Muslim protagonist had to do with ethnic sensitivities. In order to analyse this conflict, this article draws on translation sociology after Bourdieu, clarifying the functioning of the habitus, and formulating a global field of cultural production. It argues that analysis of intercultural processes focused on cultural capital can provide materially engaged insights into the power relations informing given intercultural situations.
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8

Mujumdar, A. S. "Review of: “The Creative Mind” by Margaret Boden Published by Little Brown and Company, London, U.K. Original Publication 1990. Reprinted 1996." Drying Technology 16, no. 8 (January 1998): 1761–62. http://dx.doi.org/10.1080/07373939808917493.

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Opie, Anne. "Joan Quinn, Successful Case Management in Long-Term Care, Springer Publishing Company, New York, 1993, 166 pp., hbk $26.95, ISBN 0 826 7750 6." Ageing and Society 14, no. 1 (March 1994): 144–45. http://dx.doi.org/10.1017/s0144686x00000222.

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10

Callahan, James J. "Elder Abuse and Neglect: Causes, Diagnosis, and Intervention Strategies. By Mary Joy Quinn, and Susan K. Tomita. New York, N.Y.: Springer Publishing Company, 1986. 322 pages. $28.05 cloth." Social Work 33, no. 3 (May 1, 1988): 283–84. http://dx.doi.org/10.1093/sw/33.3.283-a.

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Book chapters on the topic "Quinn and Boden Company"

1

Hutton, Clare. "Trial and Error." In Serial Encounters, 71–126. Oxford University Press, 2019. http://dx.doi.org/10.1093/oso/9780198744078.003.0002.

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This chapter looks at the compositional genesis of Ulysses, its early production history, and the circumstances by which the editors of the Little Review became embroiled in a trial in New York in February 1921. The composition of Joyce’s text is discussed in detail, from the moments of conception through to April 1921, when Joyce realized that the Little Review serialization would not continue, and made arrangements for the publication of his work in volume form with Sylvia Beach’s Parisian bookshop, Shakespeare and Company. The trial of the Little Review editors—on the grounds of the putative obscenity of the last instalment of chapter 13 (‘Nausicaa’)—is also discussed in detail. In particular the chapter looks at the sexual politics of the trial, including the homophobia of John Quinn, the lawyer who gave significant financial support to both Joyce and the Little Review.
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