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Dr. Mahmoud Yasin
East Tennessee State University

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0 Social Sustainability
0 Competitive Performance
0 Employee Satisfaction
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Journal article
Published: 14 December 2020 in Sustainability
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Much of the existing literature on the social aspects of sustainability in the supply chain has focused on dyadic buyer-supplier relationships. However, supply chains are much more extensive, featuring multi-tiered systems consisting of many interconnected sequential and parallel dyadic relationships; therefore, a more expansive and holistic approach to exploring the management and integration of social sustainability standards across the extended supply chain is desirable. This research attempts to help fill this void and considers the extent to which a series of sequential upstream and downstream supply chain partners, rather than only a focal organization’s immediate suppliers and buyers, influence the formulation process of the social aspects of a sustainability strategy and the deployment of associated practices across the extended supply chain. Findings in the literature indicate that, inter alia, sustainability efforts in the supply chain are likely to be guided by stakeholders’ sustainability desires/requirements, the geographical location of buyers and suppliers and the associated sustainability enforcement regulations and cultural norms, and the volume of trade between the buyer and supplier. This paper uses the results gleaned from a review of the literature to propose a conceptual framework for selection of sustainability strategy across the multi-tiered supply chain. Finally, we introduce a conceptual approach to the process of implementing and deploying the social aspects of sustainability strategies and practices across the supply chain using an integrated social-sustainability information management system (ISIMS).

ACS Style

Mohammad Najjar; Michael Small; Mahmoud M. Yasin. Social Sustainability Strategy across the Supply Chain: A Conceptual Approach from the Organisational Perspective. Sustainability 2020, 12, 10438 .

AMA Style

Mohammad Najjar, Michael Small, Mahmoud M. Yasin. Social Sustainability Strategy across the Supply Chain: A Conceptual Approach from the Organisational Perspective. Sustainability. 2020; 12 (24):10438.

Chicago/Turabian Style

Mohammad Najjar; Michael Small; Mahmoud M. Yasin. 2020. "Social Sustainability Strategy across the Supply Chain: A Conceptual Approach from the Organisational Perspective." Sustainability 12, no. 24: 10438.

Journal article
Published: 04 March 2019 in International Journal of Public Sector Management
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Purpose The purpose of this paper is to assess the management of public-sector projects in Portugal paying particular attention to the extent to which total quality management (TQM) principles are being utilized in such projects. Design/methodology/approach Based on an extensive review of the literature, nine propositions are advanced about the interrelationships among seven factors that were identified, in a previous study, as having some influence on the management process in the planning and implementation of public-sector projects in Portugal. Structural equation modeling was used to investigate these propositions using data obtained from 211 respondents to a survey of project managers from municipalities across Portugal. Findings The results of the structural equation model indicate that the TQM components working in tandem with project-management-specific variables provide a systematic means of managing the planning and implementation stages of projects, with technical items being critical in the planning stage and softer management items becoming important in the implementation stage. Research limitations/implications Readers should be careful not to generalize the findings in a global context or for private sector projects. However, researchers are encouraged to extend this study by including other planning and implementation variables with a view to discerning what particular characteristics of a project make it more amenable to TQM solutions. Practical implications The findings are presented to show how the key components of TQM, customer focus, employee involvement and continuous involvement, can be applied during the planning and implementation stages of projects. Originality/value The sample size of 211 is representative of the underlying population of project managers in municipalities across Portugal and is comparatively large in relation to other empirical project management studies from Portugal, lending credence to the generalizability of these finding to public-sector projects in Portugal.

ACS Style

Carlos F. Gomes; Michael H. Small; Mahmoud M. Yasin. Towards excellence in managing the public-sector project cycle: a TQM context. International Journal of Public Sector Management 2019, 32, 207 -228.

AMA Style

Carlos F. Gomes, Michael H. Small, Mahmoud M. Yasin. Towards excellence in managing the public-sector project cycle: a TQM context. International Journal of Public Sector Management. 2019; 32 (2):207-228.

Chicago/Turabian Style

Carlos F. Gomes; Michael H. Small; Mahmoud M. Yasin. 2019. "Towards excellence in managing the public-sector project cycle: a TQM context." International Journal of Public Sector Management 32, no. 2: 207-228.

Journal article
Published: 01 January 2017 in International Journal of Business Excellence
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This research mainly examines the relationship among competitive methods, performance measures, and strategic orientations utilised by 68 Portuguese manufacturing organisations from different industries. The findings reveal that the surveyed organisations appear to be following a hybrid-mixed strategy. The group with the best results adopted the most balanced strategic approach, as it emphasised most of the different strategic dimensions. The examination of the strategic orientations, performance dimensions, and most utilised performance measures reveals inconsistencies among the surveyed organisations, which clearly indicates that the strategic choices and performance measures and measurements are misaligned. This study has direct practical implications to executives of manufacturing organisations, as they attempt to integrate their organisational systems in pursuit of effective strategic competitive performance. Based on the results of this study, a conceptual framework is proposed to facilitate the alignment among the competitive methods, performance measurement, and selected strategy.

ACS Style

Carlos F. Gomes; Mahmoud M. Yasin. Toward promoting effective strategic performance: the relevance of the alignment of performance measurement and competitive strategic choices. International Journal of Business Excellence 2017, 12, 329 .

AMA Style

Carlos F. Gomes, Mahmoud M. Yasin. Toward promoting effective strategic performance: the relevance of the alignment of performance measurement and competitive strategic choices. International Journal of Business Excellence. 2017; 12 (3):329.

Chicago/Turabian Style

Carlos F. Gomes; Mahmoud M. Yasin. 2017. "Toward promoting effective strategic performance: the relevance of the alignment of performance measurement and competitive strategic choices." International Journal of Business Excellence 12, no. 3: 329.

Journal article
Published: 01 January 2017 in International Journal of Business Excellence
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This research mainly examines the relationship among competitive methods, performance measures, and strategic orientations utilised by 68 Portuguese manufacturing organisations from different industries. The findings reveal that the surveyed organisations appear to be following a hybrid-mixed strategy. The group with the best results adopted the most balanced strategic approach, as it emphasised most of the different strategic dimensions. The examination of the strategic orientations, performance dimensions, and most utilised performance measures reveals inconsistencies among the surveyed organisations, which clearly indicates that the strategic choices and performance measures and measurements are misaligned. This study has direct practical implications to executives of manufacturing organisations, as they attempt to integrate their organisational systems in pursuit of effective strategic competitive performance. Based on the results of this study, a conceptual framework is proposed to facilitate the alignment among the competitive methods, performance measurement, and selected strategy.

ACS Style

Carlos F. Gomes; Mahmoud M. Yasin. Toward promoting effective strategic performance: the relevance of the alignment of performance measurement and competitive strategic choices. International Journal of Business Excellence 2017, 12, 329 .

AMA Style

Carlos F. Gomes, Mahmoud M. Yasin. Toward promoting effective strategic performance: the relevance of the alignment of performance measurement and competitive strategic choices. International Journal of Business Excellence. 2017; 12 (3):329.

Chicago/Turabian Style

Carlos F. Gomes; Mahmoud M. Yasin. 2017. "Toward promoting effective strategic performance: the relevance of the alignment of performance measurement and competitive strategic choices." International Journal of Business Excellence 12, no. 3: 329.

Original articles
Published: 05 November 2015 in International Journal of Production Research
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The purpose of this study is to examine the nature of performance measures utilised by the maintenance function in today’s business organisations. In the process, the increasing variety and significance of these measures are addressed from operational and strategic perspectives. A survey-based research method was utilised to gather the research data. Several statistical procedures were utilised to analyse the data. The findings of this study point to the multifaceted nature of the maintenance measures and measurement. Multiple categories of maintenance measures were identified. These categories varied from the machine-specific, to measures impacting organisational performance. The relative lack of emphasis placed on the environment and strategic facets of maintenance is noted. The findings of this study have direct implications to organisations, which are attempting to measure the effectiveness of their maintenance efforts. The need to align the maintenance performance efforts with the organisational strategic direction is emphasised. In this context, the integration of the maintenance performance information systems with the overall organisational performance management information system might facilitate the needed alignment. This study utilises 120 maintenance measures. As such, it represents a comprehensive view of the maintenance effort.

ACS Style

Jorge Simões; Carlos F. Gomes; Mahmoud M. Yasin. Changing role of maintenance in business organisations: measurement versus strategic orientation. International Journal of Production Research 2015, 54, 3329 -3346.

AMA Style

Jorge Simões, Carlos F. Gomes, Mahmoud M. Yasin. Changing role of maintenance in business organisations: measurement versus strategic orientation. International Journal of Production Research. 2015; 54 (11):3329-3346.

Chicago/Turabian Style

Jorge Simões; Carlos F. Gomes; Mahmoud M. Yasin. 2015. "Changing role of maintenance in business organisations: measurement versus strategic orientation." International Journal of Production Research 54, no. 11: 3329-3346.

Journal article
Published: 01 January 2015 in International Journal of Services and Operations Management
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The resource-based view (RBV) of competitive strategy emphasises the importance of unique firm resources and associated capabilities to the formulation of competitive strategy. This cross-sectional study seeks to determine whether or not the pattern of usage of competitive methods related to marketing, information technology and flexibility in the Portuguese service sector aligns with the resource-based view. Fifteen service-related competitive methods are identified. Surveyed firms were asked to indicate the degree of relevance of these competitive methods to their competitive strategy. Exploratory factor analysis and structural equation modelling indicates that these methods represent four underlying strategy dimensions that reflect some of the dynamic capabilities suggested by the resource-based view. In addition, cluster analysis revealed that each of the responding firms could be classified into one of three capability orientations. Some implications of these findings for strategy development in the Portuguese service sector are discussed. Limitations of the study and areas for future research are also presented.

ACS Style

Carlos F. Gomes; Mahmoud M. Yasin; Michael H. Small. Capabilities as components of competitive strategy in the Portuguese service sector. International Journal of Services and Operations Management 2015, 20, 302 .

AMA Style

Carlos F. Gomes, Mahmoud M. Yasin, Michael H. Small. Capabilities as components of competitive strategy in the Portuguese service sector. International Journal of Services and Operations Management. 2015; 20 (3):302.

Chicago/Turabian Style

Carlos F. Gomes; Mahmoud M. Yasin; Michael H. Small. 2015. "Capabilities as components of competitive strategy in the Portuguese service sector." International Journal of Services and Operations Management 20, no. 3: 302.

Journal article
Published: 01 January 2015 in International Journal of Business Information Systems
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Motivated by the increasing significance of information technology (IT) in today's open system organisations, the objective of this research is to uncover the relationships between business executives and their IT counterparts, which are essential toward improving organisational performance. In the process, a structural equation modelling is utilised to analyse the responses of a sample of 141 Portuguese executives. The results of testing the nine research hypotheses tend to underscore the significance of the trust between business and IT executives. Such trust is capable of fostering an organisational culture, which is conducive to the enhancement of the organisational performance. The ability of these business and IT executives to work together cultivates a knowledge domain, which generates effective solutions and applications to organisational problems. In turn, this contributes to improving the competitive performance of the organisation.

ACS Style

José Luís Martinho; Carlos F. Gomes; Mahmoud M. Yasin. Enhancing organisational performance through information technology: an organisational and social strategic context. International Journal of Business Information Systems 2015, 20, 95 .

AMA Style

José Luís Martinho, Carlos F. Gomes, Mahmoud M. Yasin. Enhancing organisational performance through information technology: an organisational and social strategic context. International Journal of Business Information Systems. 2015; 20 (1):95.

Chicago/Turabian Style

José Luís Martinho; Carlos F. Gomes; Mahmoud M. Yasin. 2015. "Enhancing organisational performance through information technology: an organisational and social strategic context." International Journal of Business Information Systems 20, no. 1: 95.

Journal article
Published: 13 April 2010 in Benchmarking: An International Journal
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Purpose – This paper aims to examine, the specific literature related to performance measurement in the service sector. In the process, it also aims to classify and examine innovative approaches and models utilized to measure performance in service operational settings. Based on this investigation, the paper seeks to identify relevant benchmarking implications. Design/methodology/approach – A database of 141 peer-reviewed publications, published between 1981 and early 2008, was utilized for the purpose of this paper. The published works included contributions from both practioners and scholars. Findings – The International Journal of Productivity and Performance Management is found to be the leading journal in terms of contributions to performance measurement in service operational settings. It contributed 25 articles. The bulk of published work appeared in international journals. These contributions were mixed in nature. They included empirical, conceptual, case studies, literatures reviews and interviews. The focus of the articles examined was also mixed. These articles tended to emphasis operational, customer, strategic, supplier, and environmental aspects of service. Research limitations/implications – Based on the findings of this paper, it is concluded that this area of research is in need of more future efforts aimed at solidifying theoretical constructs and practical applications. Practical implications – Findings derived from this investigation have relevant benchmarking implications. In this context, understanding the different approaches to performance measurement as utilized in service organizations is critical to the efforts of these organizations' performance improvement efforts. Originality/value – Understanding the types and scopes of the different approaches and models utilized to measure performance in service operational settings is important in light of the growing significance of the service sector.

ACS Style

Mahmoud M. Yasin; Carlos F. Gomes. Performance management in service operational settings: a selective literature examination. Benchmarking: An International Journal 2010, 17, 214 -231.

AMA Style

Mahmoud M. Yasin, Carlos F. Gomes. Performance management in service operational settings: a selective literature examination. Benchmarking: An International Journal. 2010; 17 (2):214-231.

Chicago/Turabian Style

Mahmoud M. Yasin; Carlos F. Gomes. 2010. "Performance management in service operational settings: a selective literature examination." Benchmarking: An International Journal 17, no. 2: 214-231.

Journal article
Published: 09 February 2010 in International Journal of Health Care Quality Assurance
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The purpose of this paper is to propose a systematic approach to measuring, tracking, monitoring and continuously improving efficiency, availability and quality in healthcare operational settings. The proposed measure of healthcare operational effectiveness (HOE) consists of three indicators. They include an availability indicator, an quality indicator, and an efficiency indicator. The proposed approach tends to facilitate the systematic improvement at the different facets of operational effectiveness. The proposed operational performance approach based on the HOE is consistent with the themes of performance measures and measurement reported in the literature. The proposed healthcare operational effectiveness approach represents a serious attempt at quantifying the key facets of service effectiveness in healthcare operational settings. The validation of this performance assessment and measurement approach is worthy of future research. The approach advocated by the HOE has operational and strategic relevance to decision makers of healthcare organizations. This paper presents a practical, systematic approach toward enhancing operational effectiveness in healthcare organizations. Relevant implementation issues associated with the proposed approach are also addressed.

ACS Style

Carlos F. Gomes; Mahmoud M. Yasin; Yousef Yasin. Assessing operational effectiveness in healthcare organizations: a systematic approach. International Journal of Health Care Quality Assurance 2010, 23, 127 -140.

AMA Style

Carlos F. Gomes, Mahmoud M. Yasin, Yousef Yasin. Assessing operational effectiveness in healthcare organizations: a systematic approach. International Journal of Health Care Quality Assurance. 2010; 23 (2):127-140.

Chicago/Turabian Style

Carlos F. Gomes; Mahmoud M. Yasin; Yousef Yasin. 2010. "Assessing operational effectiveness in healthcare organizations: a systematic approach." International Journal of Health Care Quality Assurance 23, no. 2: 127-140.

Journal article
Published: 01 January 2010 in International Journal of Business and Systems Research
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The objective of this study is to investigate the strategic factors that influence the overall performance of manufacturing organisations in different industries. Strategic groups were identified using cluster analysis and their overall performance was evaluated. Structural equation modelling was used to verify the existence of significant linkages between competitive factors and firms' overall performance within the identified strategic groups. The results of this study pointed out to the existence of a relationship between strategic group membership and firm's overall performance. Overall, the results tend to emphasise the importance of viewing manufacturing performance from a system-wide perspective.

ACS Style

Carlos F. Gomes; Mário Augusto; Mahmoud M. Yasin. Strategic grouping and performance of Portuguese manufacturing firms: a structural equation modelling approach. International Journal of Business and Systems Research 2010, 4, 417 .

AMA Style

Carlos F. Gomes, Mário Augusto, Mahmoud M. Yasin. Strategic grouping and performance of Portuguese manufacturing firms: a structural equation modelling approach. International Journal of Business and Systems Research. 2010; 4 (4):417.

Chicago/Turabian Style

Carlos F. Gomes; Mário Augusto; Mahmoud M. Yasin. 2010. "Strategic grouping and performance of Portuguese manufacturing firms: a structural equation modelling approach." International Journal of Business and Systems Research 4, no. 4: 417.

Journal article
Published: 01 September 2009 in Project Management Journal
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Using a sample of 102 Portuguese public-sector officials with project management experience, this study examines the characteristics of effective project managers in the Portuguese public sector. Factor-analysis procedures are used to identify the factors related to areas of knowledge relevant to effective project management. The results appear to stress the increasing importance of people, organizational, and leadership skills in the effective management of today's complex and dynamic projects.

ACS Style

Mahmoud M. Yasin; Carlos F. Gomes; Phillip E. Miller. Characteristics of Portuguese Public-Sector Project Managers: Toward Closing the Effectiveness Gap. Project Management Journal 2009, 40, 47 -55.

AMA Style

Mahmoud M. Yasin, Carlos F. Gomes, Phillip E. Miller. Characteristics of Portuguese Public-Sector Project Managers: Toward Closing the Effectiveness Gap. Project Management Journal. 2009; 40 (3):47-55.

Chicago/Turabian Style

Mahmoud M. Yasin; Carlos F. Gomes; Phillip E. Miller. 2009. "Characteristics of Portuguese Public-Sector Project Managers: Toward Closing the Effectiveness Gap." Project Management Journal 40, no. 3: 47-55.

Journal article
Published: 01 January 2009 in International Journal of Business and Systems Research
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In an increasingly technology-based competitive global business environment, the operational and competitive strategic potentials of advanced manufacturing technologies (AMT) and related systems cannot be overlooked. This article presents the results of an investigation of AMT implementation practices at 82 discrete-parts durable goods manufacturing plants in the USA. Several propositions that were derived from the AMT literature are tested. The results of this investigation indicate that plants that are desirous of adopting integrated technologies should be prepared to exert considerable effort on the activities in the pre-planning and justification stages of the implementation process. These and other findings that will be particularly useful to firms in the pre-planning stages of technology adoption are outlined and discussed. Research implications of this study are also presented and discussed.

ACS Style

Michael H. Small; Mahmoud M. Yasin; Andrew J. Czuchry. Enhancing competitiveness through effective adoption and utilisation of advanced manufacturing technology: implications and lessons learned. International Journal of Business and Systems Research 2009, 3, 34 .

AMA Style

Michael H. Small, Mahmoud M. Yasin, Andrew J. Czuchry. Enhancing competitiveness through effective adoption and utilisation of advanced manufacturing technology: implications and lessons learned. International Journal of Business and Systems Research. 2009; 3 (1):34.

Chicago/Turabian Style

Michael H. Small; Mahmoud M. Yasin; Andrew J. Czuchry. 2009. "Enhancing competitiveness through effective adoption and utilisation of advanced manufacturing technology: implications and lessons learned." International Journal of Business and Systems Research 3, no. 1: 34.

Journal article
Published: 01 January 2009 in International Journal of Continuing Engineering Education and Life-Long Learning
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Desired performance-related characteristics for entry-level managers are studied from the perspective of 106 Portuguese executives. The results indicate that soft characteristics and skills, such us leadership, entrepreneurship and organisational learning skills, appear to be more important than technical skills. While these skills and characteristics are valued by today's business organisations, the educational system does not appear to be preparing its graduates accordingly. The resulting educational gaps have important performance-related implications to both the business organisations and the higher education institutions.

ACS Style

Mahmoud M. Yasin; Carlos F. Gomes; Filipe Almeida. Effective managerial performance and education: towards closing the gaps. International Journal of Continuing Engineering Education and Life-Long Learning 2009, 19, 59 .

AMA Style

Mahmoud M. Yasin, Carlos F. Gomes, Filipe Almeida. Effective managerial performance and education: towards closing the gaps. International Journal of Continuing Engineering Education and Life-Long Learning. 2009; 19 (1):59.

Chicago/Turabian Style

Mahmoud M. Yasin; Carlos F. Gomes; Filipe Almeida. 2009. "Effective managerial performance and education: towards closing the gaps." International Journal of Continuing Engineering Education and Life-Long Learning 19, no. 1: 59.

Journal article
Published: 01 January 2008 in European Journal of Operational Research
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This article presents a conceptual benchmarking framework which applies a multiple criteria approach to assess performance. In the process, a multiple criteria procedure is used to assess the performance of three hundred and ninety two (392) Portuguese firms. Based on the results of this procedure, a conceptual framework is devised to facilitate addressing relevant benchmarking implications. The framework is designed to provide a conceptual linkage between the performance measurement methodology and the organizational benchmarking system.

ACS Style

Mário Augusto; João Lisboa; Mahmoud Yasin; José Rui Figueira. Benchmarking in a multiple criteria performance context: An application and a conceptual framework. European Journal of Operational Research 2008, 184, 244 -254.

AMA Style

Mário Augusto, João Lisboa, Mahmoud Yasin, José Rui Figueira. Benchmarking in a multiple criteria performance context: An application and a conceptual framework. European Journal of Operational Research. 2008; 184 (1):244-254.

Chicago/Turabian Style

Mário Augusto; João Lisboa; Mahmoud Yasin; José Rui Figueira. 2008. "Benchmarking in a multiple criteria performance context: An application and a conceptual framework." European Journal of Operational Research 184, no. 1: 244-254.

Journal article
Published: 01 July 2006 in The TQM Magazine
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Purpose – The objective of this study is to investigate the differences between high and low-performing manufacturing organizations in relation to critical organizational performance dimensions. Design/methodology/approach – The types and frequency of performance measures used by the sampled manufacturing organizations are compared using factor and cluster analysis. Findings – Based on the results of this study, it appears that high-performing manufacturing organizations, relative to their low-performing counterparts, tend to emphasise more the performance aspects related to employees, customers and market share. As such, these organizations appear to consider employees and costumers related performance aspects as critical elements of the overall organizational performance. Research limitations/implications – The sample used in this study is specific in nature. It consisted of Portuguese manufacturing organizations. Thus, the results should be interpreted accordingly. Practical implications – This study clearly shows that organizational investments aimed at improving the aspects of organizational performance related to customers, employees and market share are justified. Originality/value – This study has both practical and theoretical value, as it empirically explores the practical implications of some important issues related to organizational performance.

ACS Style

Carlos F. Gomes; Mahmoud M. Yasin; João V. Lisboa. Key performance factors of manufacturing effective performance. The TQM Magazine 2006, 18, 323 -340.

AMA Style

Carlos F. Gomes, Mahmoud M. Yasin, João V. Lisboa. Key performance factors of manufacturing effective performance. The TQM Magazine. 2006; 18 (4):323-340.

Chicago/Turabian Style

Carlos F. Gomes; Mahmoud M. Yasin; João V. Lisboa. 2006. "Key performance factors of manufacturing effective performance." The TQM Magazine 18, no. 4: 323-340.

Journal article
Published: 01 February 2004 in Benchmarking: An International Journal
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Investigates several facets of the implementation of just-in-time (JIT) using a two-tiered empirical approach that included a field study and a mailed survey. The 277 respondents to the survey included 130 manufacturing organizations, 61 service organizations and 86 public sector organizations in the USA. Five hypotheses were tested. The results indicate that while all the organization types had enacted procedural and operational modifications in support of their JIT implementations, there were some differences in the impact that these modifications had in reducing problems during the implementation and on the eventual outcome of the project. Suggests areas where benchmarking can be utilized by the various organization types to alleviate potential problems in the JIT implementation process and to improve their chances of success.

ACS Style

Mahmoud M. Yasin; Marwan Wafa; Michael H. Small. Benchmarking JIT. Benchmarking: An International Journal 2004, 11, 74 -92.

AMA Style

Mahmoud M. Yasin, Marwan Wafa, Michael H. Small. Benchmarking JIT. Benchmarking: An International Journal. 2004; 11 (1):74-92.

Chicago/Turabian Style

Mahmoud M. Yasin; Marwan Wafa; Michael H. Small. 2004. "Benchmarking JIT." Benchmarking: An International Journal 11, no. 1: 74-92.

Journal article
Published: 01 August 2002 in Systems Research and Behavioral Science
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The objective of this empirical investigation is to gain insights into the operational strategies, practices and characteristics of 130 manufacturing, 61 services and 86 public sector organizations. Based on this survey‐based research conducted in the USA, it is concluded that operational lessons learned from the manufacturing experience may improve the operations of service and public sector organizations. In this context, benchmarking manufacturing organizations' operational know‐how may prove to be a worthy investment for service and public sector organizations. Copyright © 2002 John Wiley & Sons, Ltd.

ACS Style

Mahmoud M. Yasin; Marwan Wafa. Effective strategic and operational practices of manufacturing, service, and public sector organizations: An empirical examination. Systems Research and Behavioral Science 2002, 19, 589 -598.

AMA Style

Mahmoud M. Yasin, Marwan Wafa. Effective strategic and operational practices of manufacturing, service, and public sector organizations: An empirical examination. Systems Research and Behavioral Science. 2002; 19 (6):589-598.

Chicago/Turabian Style

Mahmoud M. Yasin; Marwan Wafa. 2002. "Effective strategic and operational practices of manufacturing, service, and public sector organizations: An empirical examination." Systems Research and Behavioral Science 19, no. 6: 589-598.

Journal article
Published: 01 September 2001 in International Journal of Operations & Production Management
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ACS Style

Mahmoud M. Yasin; Marwan A. Wafa; Michael H. Small. Just‐in‐time implementation in the public sector. International Journal of Operations & Production Management 2001, 21, 1195 -1204.

AMA Style

Mahmoud M. Yasin, Marwan A. Wafa, Michael H. Small. Just‐in‐time implementation in the public sector. International Journal of Operations & Production Management. 2001; 21 (9):1195-1204.

Chicago/Turabian Style

Mahmoud M. Yasin; Marwan A. Wafa; Michael H. Small. 2001. "Just‐in‐time implementation in the public sector." International Journal of Operations & Production Management 21, no. 9: 1195-1204.

Journal article
Published: 01 November 1998 in International Journal of Operations & Production Management
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ACS Style

Marwan A. Wafa; Mahmoud M. Yasin. A conceptual framework for effective implementation of JIT. International Journal of Operations & Production Management 1998, 18, 1111 -1124.

AMA Style

Marwan A. Wafa, Mahmoud M. Yasin. A conceptual framework for effective implementation of JIT. International Journal of Operations & Production Management. 1998; 18 (11):1111-1124.

Chicago/Turabian Style

Marwan A. Wafa; Mahmoud M. Yasin. 1998. "A conceptual framework for effective implementation of JIT." International Journal of Operations & Production Management 18, no. 11: 1111-1124.

Journal article
Published: 01 November 1997 in Journal of Operations Management
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This article investigates the relationships between adoption of various advanced manufacturing technologies (AMT), the way that firms plan for and implement them, and their eventual performance. Data obtained from 125 manufacturing firms in the U.S. is used to test several hypotheses which were derived from an extensive review of the AMT implementation literature. The four research questions that drive this study are: (1) What types of planning and installation activities have firms utilized to support their AMT adoptions?, (2) do differences in the level of effort applied to these activities have any impact on the eventual performance of the systems?, (3) are firms that are using integrated technologies, such as FMC/FMS and CIM, applying higher levels of effort on these planning and installation activities than other firms?, and (4) Are these firms achieving higher levels of success than firms that are not using the integrated technologies. The results indicate that firms adopting integrated technologies had exerted significantly higher levels of effort on strategic planning and team-based project management and had also achieved higher levels of performance across a wider range of performance factors than other firms. In addition, firms that had exerted higher levels of effort on developing human factors appeared to be achieving more of the benefits of AMT than their counterparts. The overall results and the research and practical implications of this study are discussed.

ACS Style

Michael H. Small; Mahmoud M. Yasin. Advanced manufacturing technology: Implementation policy and performance. Journal of Operations Management 1997, 15, 349 -370.

AMA Style

Michael H. Small, Mahmoud M. Yasin. Advanced manufacturing technology: Implementation policy and performance. Journal of Operations Management. 1997; 15 (4):349-370.

Chicago/Turabian Style

Michael H. Small; Mahmoud M. Yasin. 1997. "Advanced manufacturing technology: Implementation policy and performance." Journal of Operations Management 15, no. 4: 349-370.