Keywords : Corporate Culture


Academic Institutions Are No Different to Any Other: Total Quality Management Does Enhance Performance

Elham S. Hasham

International Journal of Organizational Leadership, Volume 7, Issue 4, Pages 348-373
DOI: 10.33844/ijol.2018.60340

There are many skeptics about the contributions of Total Quality Management (TQM) to education because of its roots in the world of business. TQM says nothing about actual production but stresses the process of management and collaboration within the system to reach quality output. Any quality-conscious organization, despite the nature, should understand this. This paper will not present any innovative ideas but will define TQM and focus on its influence on the various facets of an institution of higher education. TQM helps to provide better services to its primary customers-students and the community.  Moreover, TQM focuses on continuous improvement and growth that can offer an enhanced and challenging learning environment for all involved. Thus, a more effective and efficient corporate culture emerges. 

Successful takeovers and internal organizational variables: Experience from Croatia

Davor Filipovic; Najla Podrug; Tomislav Kandžija

International Journal of Organizational Leadership, Volume 6, Issue 2, Pages 232-248
DOI: 10.33844/ijol.2017.60266

Optimal acquisition strategy represents challenge for business world and academia. Academia tries to identify all factors and perspectives influencing success of acquisition strategy. The business reality is that most of M&As do not accomplish prearranged synergies and effects; therefore, the objective of this paper was to analyze the impact of key organizational variables on the success of acquisition strategy. The aim of this paper was to determine the impact of strategy, organizational structure, and corporate culture in the change process in target company. To this end, success of target company is defined by comparison of business performance prior and after the acquisition process by using financial indicators. Empirical research was conducted on the sample of target companies in Republic of Croatia in the period from 1998 until 2006. Data was collected via questionnaire followed with business performance analysis for the period of three years after the transaction’s execution. Empirical research has confirmed a statistically significant correlation between the radical change in the target’s strategy and its performance after the takeover. Likewise, research confirmed statistically significant correlation between changes in organizational structure and target’s performance after the takeover and statistically significant correlation between larger change in corporate culture and target’s performance after the takeover. Scientific contribution of this paper was the verification of importance of changes in strategy, organizational structure, and corporate culture for successful change management in target companies.