The enterprise excellence and modern sustainability movements have developed along near parallel timelines. Skilled use of enterprise excellence systems has been documented to significantly boost performance across an array of key domains, including financial, human capital, operations and supply chain, and other areas. Notably absent are social and environmental performance, with their absence attributable to the inadequate emphasis on enterprise excellence of these domains. Similarly, although the triple bottom line is core to the sustainability movement, many adherents of sustainability approach its people and planet domains with ardor, yet virtually neglect its profit domain. A simple model of sustainable enterprise excellence and accompanying maturity assessment regimen are introduced and advanced as a means of merging these movements to drive an equity, ecology and economy triple top line strategy to produce triple bottom line people, planet and profit performance with innovation and organizational design playing pivotal roles in both the model and its assessment. Copyright © 2013 John Wiley & Sons, Ltd and ERP Environment

Six sigma programs are raging through corporations worldwide, with some corporations citing savings in the $US billions resulting from six sigma implementation. Six sigma has both proponents and detractors with some arguing that nothing new is involved and others identifying it as revolutionary. The view espoused herein argues for six sigma as a methodology within the larger framework of total quality management – a blend of old and new in the sense that the tools of six sigma are often familiar ones, but are applied with an eye that is more strategically focused than historic use of those tools ordinarily indicates.

Structured AbstractPurpose: Sustainable Enterprise Excellence (SEE) is defined and developed through integration and expansion of business excellence modeling and sustainability thought. The intent is to enable simple yet reliable enterprise assessment of triple bottom line (TBL) performance and produce actionable enterprise foresight that can enable next best practices and sources of sustainable competitive advantage through innovation. Methodology: Key elements of SEE are identified from various business excellence and sustainability reporting sources, including the Global Reporting Initiative, the UN Global Compact 10 Principles, and criteria of the European Quality Award and America's Baldrige National Quality Award. From these a model and key criteria are distilled, maturity scales developed, and a simple means of assessment presented. Findings: A compact model and supporting maturity assessment approach similar in structure to those behind established excellence awards are developed that enable enterprise assessment of progress toward SEE. The resulting assessment is delivered in a highly consumable, combined narrative and graphic format referred to as a SEE NEWS Report. Practical Implications: The assessment approach presented enables both enterprise progress toward Sustainable Enterprise Excellence and enterprise--to--enterprise comparability. Foresight provided by the assessment enables further advancement. Social Implications: The social and environmental dimensions of SEE imply that enterprises progressing with respect to its model will of necessity positively contribute to the social fabric. Originality: Sustainable Enterprise Excellence as superior TBL performance resulting from integration of ethical, effective and efficient governance with triple top line strategy is developed, together with a means of maturity assessment. Sustainable Enterprise Excellence: Towards a framework for holistic data--analytics INTRODUCTION Organizations seek strategic resilience and robustness, "the ability to dynamically reinvent business models and strategies as the operating environment changes, to continuously anticipate and adjust to changes that threaten their core earning power, and to change before the need to change becomes desperately obvious" (Hamel and Välikangas, 2003). Resilience is the ability of an enterprise to recover from negative, often unanticipated shocks to its ecosystem where the degree to which an organization is resilient varies along a spectrum. Organizational robustness is not ability to recover from such shocks, but resistance or immunity to their impact. Resilience and robustness are neither identical nor of necessity fully compatible: the set of strategies and actions maximizing resiliency may differ from the strategies and actions maximizing robustness. Whenever such differences exist, an organization should exercise care to elaborate and make informed and intelligent choices among tradeoffs between resiliency, robustness and other factors so that any choice of strategies, actions, and or...

Enterprises face mounting challenges in three generic sustainability domains that form the basis of the so-called triple bottom line: economic sustainability, societal sustainability, and environmental sustainability. In most instances, it is the primacy of economic sustainability that is emphasized since an enterprise that is not economically secure does not survive.Despite the importance of sustainability's economic dimension, increasing regulatory requirements taken together with societal demands are forcing enterprises to address both their impact on the natural environment and their contribution to society. Indeed, taken together these considerations form a sort 'holy trinity' that are necessary as both singular and joint considerations for enterprises striving to be continuously relevant and responsible. Environmental impacts and societal contributions can take many forms and thus far the environmental and societal challenges facing enterprises have, when considered comprehensively, outpaced the capability of enterprises to successfully address them.Since enterprises must be economically sustainable, an enterprise excellence approach supported by various international quality award models and criteria is herein recommended. This is augmented with emphasis on strategic, high-speed integration and deployment of sustainable innovation and innovation for sustainability. The goal in taking this approach is to aid organizations in their quest for continuously relevant and responsible actions and results.

Since its inception in 1987, the ISO 9000 standards series has received remarkable appreciation as a quality management system as well as a prolific field of research. The substantial amount of ISO standards scholarly research has contributed over the years to accumulation of sound scientific knowledge. This article aims to develop a better view of ISO 9000 standards, as a field of research, by investigating the intellectual structures of summative knowledge, underlying dynamics, temporal progression, current development, and future evolution of research dimension. The Elsevier Scopus Bibliometric database searched for journal articles largely focused on ISO 9000 series, published during 1987-2015 period. The synchronized use of Bibliographic Coupling Technique and Factor Analysis yields eight prominent research streams. The study suggests that within the domain of ISO 9000 standards, some issues have been more frequently researched, such as organizational motives behind seeking ISO 9000 certification, perceived operational, marketing, business outcomes, and cultural transformation essential for successful adaption of ISO 9000 standards. Secondly, research is still inconclusive about some other well-researched issues: comprehended performance outcomes, challenges in acquiring, registering, and maintaining certification, lessons learned, and effectiveness of certification, internal and external challenges, and the trade-off between cost and benefits.