Across North America and Europe, companies in a variety of businesses are beginning to use environmental performance to achieve competitive advantage, integrating the management of environmental, health, and safety issues into their operations, business processes, and corporate strategies.
In this fall of 1991, as the former constituents of the Soviet Union struggle to define new political identities and to avert economic disaster, it is worth considering the situations of some of the countries that emerged earlier from behind the Iron Curtain.
In recent years, we have often been approached by senior executives with questions along the following lines: "I hear all this hype about providing better customer service as part of my Total Quality Management program, and it sounds intriguing, but the thing is, how do I justify investing in it...
During the whole postwar period, Western Europe has been moving in fits and starts toward more intimate forms of economic cohesion that transcend the traditional relationships between individual nation states. Some visionaries have even promulgated ideas of eventual political union.
To achieve Total Quality Management (TQM), companies must be customer-driven. In other words, they must translate what their customers want and need into products and services that fit those customers' criteria for purchase and repurchase decisions.
Achieving environmental excellence means addressing issues of planetary - if not cosmic - importance:How do we make sure that the products and by-products of our industrial society do no harm to our planet?How do we continue industrial growth while preserving the resources our grandchildren and...
The North American Free Trade Area (NAFTA) - comprising the United States, Canada, and Mexico - will soon come into being as the world's largest trading bloc, directly challenging the growing primacy of the European Community and the Japan-East Asia bloc.
During the early days of the quality revolution, when quality improvement efforts were focused primarily on manufacturing, managers measured hard facts - errors, rejects, and production time - as a way to document tangible improvements in the production process.