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The main difference between Islamic and conventional banking is that Islamic banking works on profit and loss while conventional banking work is interest based. The aim of this research study is to measure and compare the financial performance of Islamic and conventional banking in Pakistan during 2006 to 2015. This study is to examine and to evaluate the performance of 5 Islamic banks (Meezan Islamic Bank, Bank Islami Limited, Al Baraka Islamic Bank, Dubai Islamic Bank Limited and Burj Bank Limited) and 5 conventional banks (Muslim Commercial Bank Limited, United Bank Limited, Askari Bank Limited, Allied Bank Limited, Habib Bank Limited) in terms of profitability, liquidity, risk, capital and efficiency. We used quantitative and qualitative data for comparison of Islamic and conventional banks. Collection of data consists on both primary as well as secondary sources. Primary data has been gathered from interviews and Secondary data has been gathered from the balance sheets and income statements of the sampled banks for the period of 2006 to 2015.Financial ratios such as profitability ratios, liquidity ratios, solvency ratios, capital ratios and efficiency ratios are used for measure of the financial performance of both banking sector. The results indicate that Islamic banks are less profitable, more liquid, less risky and less efficient. There is no significant difference in terms of capital between Islamic and conventional banks.

This research is based on Electrocell, a US battery manufacturing company, which was facing problems in its marketing and sales departments as evidenced by its low performance. Following a short introduction to the firm, literature reviews the two recently emerged and widely debated topics, that is, organizational learning and knowledge management. It is followed by the reasons for Electrocell’s declination and revival before and after acquisition by Restart, a US cosmetic manufacturing company. Then, Knowledge Sharing Model, General Hierarchical Model of Organizational Commitment, Knowledge Management, and Learning Organization Capacity, and Three Dimensional Model are described and critically analyzed. At the end, Knowledge Management System Conceptual Model is applied on the case study thoroughly and critically analyzed followed by summary. The research contributes to the literature and offers important implications for academics, managers and strategists that why learning is important and how does it matter to an organization.

This study aims to find out if there is any difference between High Performers (HP) and Low Performers (LP) in attaching importance to particular operations strategies in context of Small and Medium Enterprises (SMEs) manufacturing in a developing country such as Pakistan. Sample of 244 manufacturing SMEs was taken from KP, Pakistan. The collected data was analyzed with Exploratory Factor Analysis (EFA), Confirmatory Factor Analysis (CFA), Path Analytic Model and Multi-Group Analysis (MGA). MGA analysis shows a significant difference between high and low performers in attaching importance to particular operations strategies. Specifically, LP attaches more importance to Cost strategies than HP. However, no significant difference is found between HP and LP in pursuing Quality, Delivery and Flexibility strategies. The paper adds to an understanding of operations strategies in SMEs context. It, also, provides insights to practitioners and managers to effectively enhance their firm performance by pursuing appropriate operations strategies. [ABSTRACT FROM AUTHOR]