Improvements in the software process have been going on for several decades. Under the rubric of software engineering, the primary thrust has been better discipline, methods and automated technology to support software development. SPI guided by organizational process maturity principles has emerged in the U.S. in the last 12 years, the charge being led by the SEI (Humphrey, 1989), and now inte...

organizational citizenship behavior is a voluntarily executed behavior emanated by one individual who undertakes to do more than what is elucidated in his/her job description and what is not directly designed by official reward systems in an organization, while it can bring about an improvement in efficiency and effectiveness levels in the organization’s performance. besides, organizational jus...

introduction: organizational justice is a variable that predicts many organizational variables. one of these variables that have an important role in many organizations today is organizational citizenship behavior. so this study aimed to study the relationship between organizational justice and organizational citizenship behavior among medical record staff in selected hospitals of isfahan in 20...

The introduction of new technologies has become critical for the maintenance and improvement of organizational competitive advantages. In this context, various studies have highlighted the importance of top management support in the process of effective implementation of new technologies. However, and beyond that, little research has been carried out to show the impact that this support has on ...

BACKGROUND Although agreement about the need for quality improvement in health care is almost universal, the means of achieving effective improvement in overall care is not well understood. Avedis Donabedian developed the structure-process-outcome framework in which to think about quality-improvement efforts. ISSUE There is now a robust evidence-base in the quality-improvement literature on p...

This article presents an industrial experience using the recent ISO/IEC 15504-7 Organizational Maturity Levels 1, 2 and 3 for an assessment. In this experience, these organizational maturity levels were defined for the continuous representation of the CMMI-DEV model. The assessment was an exploratory assessment for a process improvement cycle using PRO2PIWORK4A method. The assessment results ar...

This paper considers the problem of managing process improvement when resources are constrained. The paper develops a system dynamics model that formalizes the critical interaction between firstand second-order improvements as options for governing production. Both firstand second-order improvement are effective in boosting short-term organizational performance, whereas only second-order improv...