Using the Australian Business Excellence Framework to achieve sustainable business excellence

2002 ◽  
Vol 9 (4) ◽  
pp. 196-205 ◽  
Author(s):  
Hsien Hui Khoo ◽  
Kay Chuan Tan
Keyword(s):  
Sustainable Business ◽  
Business Excellence

A proposed model for sustainable business excellence

2019 ◽  
Vol 58 (2) ◽  
pp. 221-238
Author(s):  
Naceur Jabnoun
Keyword(s):  
Corporate Governance ◽  
Relevant Literature ◽  
Theoretical Research ◽  
Shared Value ◽  
Sustainable Business ◽  
Content Type ◽  
Conscious Capitalism ◽  
Business Excellence ◽  
Economic Trends ◽  
Basic Concepts

Purpose The purpose of this paper is to develop an excellence model that combines noble ends and noble means to achieve sustainable business excellence (SBE). Design/methodology/approach The general framework of existing excellence models is used to develop the new model. Relevant literature on business excellence and current business and economic trends such as constructive capitalism, conscious capitalism, shared value, values-driven organizations and corporate governance are used to develop the basic concepts of the model. The criteria and the assessment method of the model are then developed based on the basic concepts. Findings This paper proposes a model for SBE. This model is aligned with conscious capitalism, constructive capitalism, shared value, values-driven organizations and corporate governance. The paper includes a comparison between this model and the most popular excellence models. Research limitations/implications This paper paves the way for more empirical and theoretical research on stakeholders’ business excellence models. Practical implications This model can be adopted by different national and international excellence awards. The adoption of this model can improve the benefits of shareholders, partners, customers, employees and the society at large. Implementing this model may be effective in transferring knowledge about conscious capitalism, values-driven organization and corporate governance to corporations worldwide. Social implications This may contribute to protecting the environment and reducing economic inequalities that have caused political and social instability. Originality/value Excellence models have been widely used with significant success all over the world. Although these models paid attention to customers and employees, they still reflect traditional capitalism that focuses on shareholders’ value. This model is aligned to new economic trends that foster sustainability and improve benefits of all stakeholders.

Executive coaching effectiveness: towards sustainable business excellence

2020 ◽  
pp. 1-19 ◽  
Author(s):  
Geok Chew Gan ◽  
Chin Wei Chong ◽  
Yee Yen Yuen ◽  
Wendy Ming Yen Teoh ◽  
Muhammad Sabbir Rahman
Keyword(s):  
Executive Coaching ◽  
Sustainable Business ◽  
Business Excellence ◽  
Coaching Effectiveness

The paradigm shift to Business Excellence 2.0

2015 ◽  
Vol 7 (2/3) ◽  
pp. 321-333 ◽  
Author(s):  
Bo Enquist ◽  
Mikael Johnson ◽  
Åsa Rönnbäck
Keyword(s):  
Service Innovation ◽  
Business Growth ◽  
Sustainable Business ◽  
Content Type ◽  
Business Excellence ◽  
New Business ◽  
Quality Movement ◽  
Service Logic ◽  
European Foundation ◽  
To Come

Purpose – This paper aims to contribute to the debate on business excellence by comparing the business excellence models of Malcolm Baldrige, European Foundation for Quality Management and Swedish Institute for Quality. By assessing these in relation to today’s new business landscape, the authors suggest that emphasising issues such as stakeholder co-creation of value, stakeholder dialogue, service innovation, service logic, business ethics and different views on resource integration can alter the view of quality improvement from economic, social and environmental perspectives, in turn, leading to Business Excellence 2.0. Design/methodology/approach – This study examines three business excellence models and compares their adoption of the concepts of today’s new business landscape. The study focuses on whether the models’ fundamental principles and concepts are aligned with the views on sustainability, stakeholder co-creation and service innovation. Findings – The examined business excellence models do not fully respond to the requirements of today’s business landscape. To gain relevance in the private sector, the fundamental ideas of the models in terms of concepts, criteria and evaluation processes must be rethought. Such an opportunity enables the quality movement and service logic research to come together to develop new business excellence models that incorporate the challenges of today’s business landscape. Research limitations/implications – This paper illustrates the need to develop business excellence models to address the perspectives of today’s new business landscape. Practical implications – By incorporating strategies in sustainability, stakeholder co-creation and service innovation in business excellence models, organisations can deliver sustainable business growth. Originality/value – The paper sheds new light on how business excellence models can incorporate aspects of the new business landscape. It also shows how the quality movement and the ongoing service logic research can come together to develop a new business excellence model that addresses the challenges in the new business landscape.

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