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Business excellence models: limitations, reflections and further development
Linköping University, Department of Management and Engineering, Quality Technology and Management. Linköping University, The Institute of Technology.
Department of Industrial Engineering, Yuan Ze University, Zhongli City, Taiwan.
Department of Industrial Engineering, Yuan Ze University, Zhongli City, Taiwan.
Department of Industrial Engineering, Yuan Ze University, Zhongli City, Taiwan.
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2013 (English)In: Total Quality Management and Business Excellence, ISSN 1478-3363, E-ISSN 1478-3371, Vol. 24, no 5-6, 519-538 p.Article in journal (Refereed) Published
Abstract [en]

The use of business excellence models (BEM) has become popular in the last two decades, and several companies have learned how to use them and gained from such models. More companies, we assume, have experienced problems when using such models because of various weaknesses such as too-sophisticated assessment criteria, excessive paperwork, cumbersome procedures and a lack of focus, which have limited its use in practice. To respond to some of those problems, a new overall business excellence framework (BEF) has been developed which recommends adaption instead of adoption of existing BEM. The suggested overall BEF helps to integrate BEM with management tools/techniques and the organisational culture/characteristics for guiding an organisation towards business excellence. A document-based empirical case of a world-class company, Boeing Aerospace Support, was investigated to illustrate how the overall BEF may work in practice as a complement to an existing BEM when companies adapt such models to their specific contexts.

Place, publisher, year, edition, pages
Taylor and Francis (Routledge): SSH Titles , 2013. Vol. 24, no 5-6, 519-538 p.
Keyword [en]
business excellence models; total quality management; 4P excellence model; MBNQA; EFQM excellence model; self-assessment; change management
National Category
Engineering and Technology
URN: urn:nbn:se:liu:diva-96483DOI: 10.1080/14783363.2012.756745ISI: 000320084600001OAI: diva2:642889
Available from: 2013-08-23 Created: 2013-08-20 Last updated: 2013-08-28Bibliographically approved

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Dahlgaard, Jens Jörn
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