CALL FOR PAPERS

The Business and Management Quarterly Review (BMQR) (e-journal) strives to comply with highest research standards and scientific/research/practice journals' qualities. The BMQR welcomes contributors from an empirical and/or conceptual point of view that are solicited that address these issues (but are not limited);

Art and Design Management
Medical Management
Music Management
Security Management
Sport Management
Town Planning Management
Broadcasting and Media Operations
Business Operations
Business Information Technology
Banking Operations
Computer Science Studies
Hotel & Travel Management
Economics Studies
Education Management
Education Technology
Engineering Management
Entrepreneurship
Fashion Management
Finance and Risk Management
Innovation Management
Insurance & Takaful Operations
Investment Management
Islamic Business/Muamalat/Islamic Banking Operations
Marketing Studies
Retailing Operations
Halal Business and Management
Small & Medium Enterprise Operations
Human Resource Management
Multimedia Management
Strategic Management
Telecommunication Management
Total Quality Management
Tourism Management
Operations Management
Transport and Logistics Operations
Green Management
Research Methodology

Any other interdisciplinary research relevant to business, management, computer science, transport and logistics, occupational safety and health, humanities and quality of life

Acceptance rate: 15%

Business and Management Quarterly Review (BMQR) is indexed and abstracted in: Cabell's Directory (Management), Ulrichs, Scirus, Danish Register of Scientific Journals, Norwegian Register of Scientific Journals and Google

Target Market (for both authors and readers):

Management academics, researchers and professionals worldwide

Business owners and managers
CEOs' president or chairmen
Managing directors and executives
General managers
Directors
Consultants

Call for reviewers

BMQR would like to invite interested professionals to contribute as a reviewer. We normally encourage professionals with at least PhD, and if you are interested, please send an e-mail attaching your latest CV to zaidiuitm2000@yahoo.com



Author Guidelines

As a step to follow the high quality and success of Emerald, Business & Management Quarterly Review (BMQR) follows the standards of Emerald journals for paper submission guidelines, which are;

Papers should be submitted via zaidiuitm2000@yahoo.com

As a guide:

1. Articles should be between 4000-6000 words in length
2. A title of not more than ten words should provided
3. A brief autobiographical note should be supplied including:

Full name, affiliation, email address, full international contact details, and brief professional biography

4. Maximum length is 200 words in total. In addition provide up to five keywords which encapsulate the principal topics of the paper and categorize your paper under one of these classifications:

Research paper, technical paper, conceptual paper, literature paper, and general view.

5. Tables should be typed and included as part of the manuscript. They should not be submitted as graphic elements. 6. References to other publications must be in Harvard style and carefully checked for completeness, accuracy and consistency.

You should cite publications in the text: (Noraini, 2008) using the first named authors' name or (Noraini and Ahmad, 2009) citing both names of two, or (Noraini et al., 2009) where there are three or more authors. At the end of the paper a reference list in alphabetical order should be supplied:

For books, e.g. Zakaria, H. (2009), Business Management, University Publication Centre, Selangor.

For journals, e.g. Zakaria, H. and Karem, A. (2007), "Intranet usage in port industry", Business & Management Quarterly Review, Vol. 12 No. 3, pp. 67-88.

Review Process

Papers are initially reviewed by the editors to make sure they meet journal's scope, they will be sent our for blind review process. Although we strive to provide the review result as soon as possible, it might normally take up to 3-6 months for the review.

Submission Fee

There is no submission fee charged

Policy

Copyright (c) 2010 by Community of Research (CoRe)-Management Science (MS) and Faculty of Business Management, Universiti Teknologi MARA, 40450 Shah Alam, Selangor, Malaysia.

All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or any means, electronic, mechanical, photocopying, recording or otherwise, without prior permission, in writing, from the publisher.

Business & Management Quarterly Review (BMQR) is jointly published by Community of Research (CoRe)-Management Science (MS) and Faculty of Business Management (FBM), Universiti Teknologi MARA, 40450 Shah Alam, Selangor, Malaysia.

The views and opinion expressed therein and those of the individual authors and the publication of these statements in the Business & Management Quarterly Review (BMQR) do not imply endorsement by the publisher or the editorial staff

Thursday, May 27, 2010

Vol.1 No. 3, September 2010

Article 1: LEADERSHIP IN PRIVATIZING GOVERNMENT INSTITUTIONS IN A DEVELOPING ECONOMY: A CASE STUDY, pp.1-13
By: Mohammed-Aminu Sanda, Lulea University of Technology, Sweden

The purpose of this study was to explore the kind leadership that could infect positive changes in the work environments of government research organizations undergoing privatization in most developing countries in order to enhance the commercialisation of their production activities. An interpretive analytic framework was used as an appropriate platform to build a qualitative design. Qualitative data was collected through taped-recorded interviews with seventeen senior staff members identified as key actors in the organization’s privatization processes, and analysed using an interpretive description qualitative approach. The results showed that the organization’s managers used charismatic and values-based leadership approaches during the transition period of commercialisation process and was viewed by their subordinates as leaders who were true to their own values and who also went on to help those they led to articulate what they valued. It was concluded that an amalgamation of transformational and value-based styles of leadership approach could be used by managers of government agencies in most developing countries to infect positive changes in their work environments when managing the privatization of their organizations. The study has shown that value-based transformational leadership could be used by managers of challenged government research and development organizations in most developed countries to infect positive changes in their work environments and which could help facilitate their efforts towards the privatization of their organizations’ activities.
Keywords: Leadership; change management; work environment; privatization; government institutions.

Article 2: GREEN CAMPUS INITIATIVE FRAMEWORK AT UCSI UNIVERSITY AND PROPOSED FRAMEWORK, pp.14-27
By: Keoy Kay Hooi, UCSI University, Malaysia
Padzil Hassan, Universiti Teknologi MARA, Shah Alam, Malaysia

As the interest of green business sustainability is generating a lot of interests in the higher education institution, this paper evaluates the implementation of Green Campus Initiative (GCI) at the Unwavering Commitment to Serve Intentionally (UCSI) University Malaysia by evaluating their carbon footprint emission. The carbon footprint calculation and proposed framework presented in this paper aims to encourage other higher Education Institutions in Malaysia to implement the GCI. In order to reduce the environmental impact at UCSI University, the measurement of the CO2 emission was a very important starting point. The paper starts with the literature review about the sustainability and implementation of GCI in other countries outside Malaysia to give an overview regarding the concept. The next section is the calculation of carbon footprint emission of UCSI University with the primary data collected from Logistics and Marketing Department during the year 2008. These primary data were processed with the formulas had been developed earlier and resulted the total carbon footprint produced by UCSI University in one year. Later on, the results of these calculations become the basic concept of developing the proposed framework to be used by higher education institution in Malaysia. Supported by the secondary data (i.e. literature review), a proposed framework of GCI implementation was developed to be tested and empirically validated in future studies. It is hope that result obtained from this paper will provide guidelines for policy maker and management of the universities to acknowledge the importance of GCI to create a sustainable and profitable business application.
Keywords:Green campus initiatives, carbon footprint, performance, corporate social responsibility

Article 3: ORGANIZATIONAL CITIZENSHIP BEHAVIOR AND COMMITMENT:DO AGE AND TENURE MAKE ANY DIFFERENCE?, pp.28-49
By: Jihad Mohammad and Farzana Quoquab Habib, Universiti Kebangsaan Malaysia
Sabarudin Zakaria, Multimedia University, Malaysia

The purpose of this study is to examine the effect of age and tenure upon organizational citizenship behavior (OCB) and organizational commitment (OC) in the context of higher learning institution in Malaysia. A survey method has been carried out to collect the data by using self-administered questionnaire to the academic staffs of a public university in Malaysia. Implications and limitations of the study are discussed along with suggestions for future research.
Keywords: Organizational citizenship behavior, age, higher learning institution, Malaysia

Article 4: ANALYSIS OF THE COST OF INTERNATIONAL EDUCATION IN SELECTED COUNTRIES, pp.50-63
By: Ershad Ali, Auckland Institute of Studies, New Zealand
Geetha Subramaniam, Universiti Teknologi MARA, Shah Alam, Malaysia and Victoria University of Wellington, New Zealand

This paper examines the cost of education for international students in selected countries: New Zealand, Australia, USA, UK, Canada and Ireland. These countries export education since long and each one is a competitor for another one. Cost of education is an important factor for international students to choose study destination. The study collected data from official data sources of the respective countries. The study defines the cost of education as the total cost that a student has to bear for obtaining a degree. Total cost includes annual tuition fee, living cost, and other costs such as insurance premium. The study found that cost of education is varied for a specific program from one country to another. It is also varied from one university to another within a country. However, the most costly education is in USA while the cheapest one is in New Zealand. The findings of this study might be useful for researchers, policy makers and educationists.
Keywords: Cost of education, international students, Australia, New Zealand, USA, Canada, UK, Ireland.

Artircle 5: MEASURING LEADERSHIP VALUES BASED ON VALUE-BASED TOTAL PERFORMANCE EXCELLENCE MODEL (VBTPEM), pp.64-79
By: Mohd Rashid Ab Hamid, Universiti Malaysia Pahang
Zainol Mustafa, Nur Riza Mohd Suradi, Fazli Idris, Wan Rosmanira Ismail, Zalina Mohd Ali and Norkisme Zainal Abidin, Universiti Kebangsaan Malaysia
Mokhtar Abdullah, Universiti Pertahanan Nasional Malaysia/AD-MACS Corp. Consultants (M) Sdn. Bhd

This paper discussed the core values of leadership and its indicators based on the Value-Based Total Performance Excellence Model (VBTPEM) in the context of Institution of Higher Learning (IHL) i.e. the university. The pilot study was conducted at the selected university and produced high reliability index of Cronbach’s alpha (α = 0.866). Multivariate technique i.e. Structural Equation Modelling (SEM) was deployed for the analysis and resulted the GFI = 0.966, CFI = 0.991, and TLI = 0.980 while RMSEA is 0.067 with p = 0.07 and the data fit the model of the single-order measurement of leadership values model. In conclusion, the instrument for measuring the leadership values is suitable to be administered as it was tailored to needs and applicability at the Institutions of Higher Learning (IHL) in Malaysia.
Keywords: Performance management system, leadership values, performance measurement system, value-based total performance excellence model (VBTPEM)

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