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Abstract
For global companies that implement their codes of conduct within long supply chains, managing responsibility is increasingly starting to resemble managing quality, which most companies have done for many years. Compares emerging systems of (total) responsibility management (TRM) to (total) quality management (TQM) systems. Managers can think systemically about managing responsibility in the emerging competitive and activist environment by making an analogy to quality management.
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Abstract
For global companies that implement their codes of conduct within long supply chains, managing responsibility is increasingly starting to resemble managing quality, which most companies have done for many years. Compares emerging systems of (total) responsibility management (TRM) to (total) quality management (TQM) systems. Managers can think systemically about managing responsibility in the emerging competitive and activist environment by making an analogy to quality management.