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Purpose The purpose of this study is to explain the components of competitive priorities of Indian service firms, to find out the competitive priorities of different service industries in India and to find out how these competitive priorities change across low- and high-performing service firms. Design/methodology/approach An empirical study of 166 firms from five different service industries is undertaken in New Delhi and its surroundings. Findings The results reveal the presence of three competitive priorities in the services sector in India: cost, flexibility and quality/delivery, with quality/delivery being the most distinctive competitive priority. Hotel and auto-repair industries are found to be focused on controlling costs, while hospitals, banks and private colleges prioritized quality/delivery. For high-performing firms, cost is the top most competitive priority, followed by quality/delivery and flexibility, while for low-performing firms, quality/delivery remains the top most competitive priority, followed by flexibility and cost. Originality/value The paper enhances the understanding of competitive priorities in the Indian services sector. The identification of competitive priorities of different service industries in India and their dynamics across different industries add value to the current literature and fill an important research gap. Additionally, surveying diverse industries in this paper reveals a holistic picture of the Indian service industry and helps achieve some degree of cross-industry perspective.

Hazard Analysis Critical Control Point (HACCP) is a control system in the effort to prevent problems that are based on the identification of critical points in the handling and production stages. HACCP is a form of risk management that was created to guarantee food safety with a preventive methodology which is considered to provide guarantees in producing food that is safe for consumers. The purpose of this study was to determine the application and effectiveness of HACCP from fresh milk and its derivative products in the form of cheese at PT. G, so that a system that is truly capable of guaranteeing the product is produced. In the milk production process there are many aspects that need to be considered, starting from the initial stage of quality control of raw materials to the final product of the production process which is then stored in a warehouse. The method used is the elaboration of the Codex Alimentarius Commission in the European Committee for Standardization 2004 Hazard Analysis Critical Control Point (HACCP) system. Based on the analysis of the flow diagram shows that there are critical control points both for microbiological, chemical and physical quality in the process of receiving raw materials (fresh milk) and at the production of critical points.

Despite their significant importance, competitive priorities in the developing world have hardly been studied. Whatever attention has been devoted to competitive priorities has been given with reference to the manufacturing industry. Malaysian service industry stands no exception to this. Once a slowly-growing economy, Malaysia in the last few decades has grown consistently and is now one of the "tiger economies'' with impressive growth rate. This growth rate is noticeable both in the manufacturing and services sectors. The services sector represents about 50 percent of the GDP of Malaysia. However, there is hardly a study about competitive priorities of service industries in Malaysia that too despite the important role of service industry in Malaysian economy. Knowing about the Malaysian service industry and the competitive priorities of different industries within it is thus interesting. There is a big gap in the present literature with regard to service industry in Malaysia and it is a big shortcoming given the economic stature of Malaysia in the South-east Asian region. To fill this void in the literature, this study makes a modest attempt to: a. explain the components of competitive priorities of Malaysian service firms; b. find out the competitive priorities of different service industries in Malaysia; and c. find out how competitive priorities change across "low performance'' and "high performance'' service industries. This paper reports findings based on the data collected from nine diverse service industries in Malaysia: Fast food, Hospital, Retails store, Bank, Private college, Accountant, Hotel, Auto-repair and Architect. Such diverse industries have been surveyed to get a holistic picture of the Malaysian service industry and achieve some degree of cross-industry perspective.

The general objective of this study is to validate the multi-level concept of competitive priorities using reflective-formative model at a higher order for service industries. An empirical study of 228 firms from 9 different service industries is conducted to answer the objective of this study. Partial least square analysis with SmartPLS 2.0 was used to perform the analysis. Finding revealed six priorities: cost, flexibility, delivery, quality talent management, quality tangibility, and innovativeness. It emerges that quality are expanded into two types; one is related to managing talent for process improvement and the second one is the physical appearance and tangibility of the service quality. This study has confirmed competitive priorities as formative second-order hierarchical latent construct by using rigorous empirical evidence. Implications, limitation and suggestion for future research are accordingly discussed in this paper.

The growing interest in total performance excellence measurement (TPEM) has led to the emergence of a number of frameworks such as the European Quality Awards (EQA) model, Malcolm Baldrige, Kanji's model and several others. However, these models are based on enablers that are restricted to quality management perspectives. There are other enablers that are deemed to affect performance, as found in other studies outside the total quality management framework (see Flynn et al., 1994, Journal of Operation Management, 11, pp. 339–366; Larrache (2000), http://www.insead.fr/Research/compfit). This paper presents a new framework for TPEM for organizations in Malaysia. The framework consists of a set of dimensions that focuses on, among other things, organizational values and culture, change management, best practices, innovation and productivity. Other dimensions, typical to those in the EQA, Malcolm Baldrige and Kanji's models, are also incorporated in the TPEM framework. These include leadership, policy and str...

Dewasa ini, kebanyakan organisasi bersaing demi kelangsungannya. Oleh yang demikian, pelbagai sistem pengurusan prestasi yang sesuai diambil untuk diaplikasikan ke dalam organisasi. Terdapat banyak model kecemerlangan prestasi yang hanya tertumpu kepada pengukuran yang melibatkan aspek lahiriah sahaja seperti Malcolm Baldridge National Quality Award (MBNQA), European Quality Award (EQA), Deming Prize dan Model Kanji. Walau bagaimanapun, pengukuran aspek bukan lahiriah atau intangibles juga penting dan perlu diberi perhatian dalam meningkatkan prestasi organisasi. Kertas kerja ini membincangkan nilai–nilai teras dalam VBTPEM dan mengenal pasti nilai–nilai teras sedia ada di universiti–universiti di Malaysia. Model ini memberikan output kedudukan keseluruhan dan pencapaian universiti berdasarkan nilai teras yang diukur dan mengenal pasti proses penambahbaikan yang perlu dilakukan berdasarkan petunjuk nilai teras. Kata kunci: Sistem pengurusan prestasi; Model Pengukuran Prestasi Berasaskan Nilai Teras (VBTPEM) Today, organizations are competing for the survival. They adopt various performance management systems that best suit their undertakings. There are many performance models which lean towards measuring tangible aspects such as Malcolm Baldridge National Quality Award (MBNQA), European Quality Award (EQA), Deming Prize and Kanji’s Model. However, the measurements of intangible aspects are also important and should be heeded to optimize the organizational performance. This paper discusses the preliminary implementation of the Performance Measurement System (PMS) which showcases an overview of intangible aspects i.e. organizational core values through Value–Based Total Performance Excellence Model (VBTPEM) and identification of existing core values in Malaysian universities. This model will reveal overall standings and achievements of the public universities and indicate opportunities for further improvements based on the value–based indicators. Key words: Performance management system; Value–Based Total Performance Excellence Model (VBTPEM)

Without compromising the business size and nature, implementation of quality management in organizations are importance to success in market with good quality products, stimulate company competitiveness availability and vital for business survives. However, literatures show a research gap in relationship of quality management practice between organizational performance in small and medium enterprises especially in food industry. The purpose of this study is to develop a proposed conceptual model framework for in order to evaluate their relationship among variables and organizational performance. Total quality management philosophy and approaches has been considered when develop and identifying the model constructs. Then the proposed model for business excellence is develops purposely for SME in Malaysian food industry will be empirically studied.