Baldrige Assessment and Organizational Learning: The Need for Change Management

Ford, Matthew W.; Evans, James R.

doi:10.1080/10686967.2001.11918963

Cited by 31 publications

(36 citation statements)

References 31 publications

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“…The model states, '[service excellence requires] good systems in place to deal with [problems]' (Johnston, 2004, p. 131) and 'having good recovery systems and complaint systems is critical for organisations seeking to deliver excellent service' (Johnston, 2004, p. 133). The EFQM and BCPE models require a 'review of strategy', 'management reviews', and 'performance reviews' on a continual basis and give rise to double-loop learning (Ford & Evans, 2001). …”

Section: Continual Improvementmentioning

confidence: 99%

“…From the service perspective, some examples of double-loop learning include asking whether delighting the customer is really necessary in a market context, why the service is provided in the current way, and whether the existing processes add value to the service. Double-loop learning is more sophisticated than single-loop learning because it involves reviewing the underlying assumptions that created the problem (Ford & Evans, 2001). Johnston's model requires reacting in case of non-conformance (i.e.…”

Section: Continual Improvementmentioning

confidence: 99%

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What service excellence can learn from business excellence models

Asif

Gouthier

2013

Total Quality Management & Business Excellence

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Service excellence is recognised as a means to delight customers, enhance customer loyalty, and build long-term customer relationships. The existing service excellence models focus on the perspective of customers but fail to provide a systematic approach to implementation. On the other hand, business excellence models (BEMs), such as the European Foundation for Quality Management (EFQM) and Baldrige criteria for performance excellence (BCPE), provide a highly structured managerial approach. The purpose of this study is to investigate what service excellence can learn from the BEMs. This study mutually compares the three most prominent models -namely, the BCPE, the EFQM model, and Johnston's service excellence model. The findings show that Johnston's model provides basic steps for achieving service excellence, while the EFQM and BCPE models can provide a systematic approach to service excellence implementation. The article identifies room for improvement in the current service excellence approaches, and highlights the features of an ideal service excellence model. These areas have not been discussed in previous research..

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Section: Continual Improvementmentioning

confidence: 99%

Section: Continual Improvementmentioning

confidence: 99%

What service excellence can learn from business excellence models

Asif

Gouthier

2013

Total Quality Management & Business Excellence

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“…Peters and Waterman (1982), together with strategy consultancy McKinsey and Co., developed and popularized the Seven-S framework, and since then it has been widely applied in the private sector. Ford and Evans (2001) consider the model to be one of the more prominent organizational analysis tools available. The International Development Research Centre and the Universalia Management Group conducted a study of organizational analysis frameworks in which they reviewed the strengths and weaknesses of the Seven-S model (Universalia, 2002).…”

Section: Barriers To Certified Timber and Paper Uptake 123mentioning

confidence: 99%

Barriers to certified timber and paper uptake in the construction and paper industries in the United Kingdom

Werndle¹,

Brown

Packer

2005

Corp Soc Responsibility Env

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Whilst forest management certification emerged in the early 1990s as a potential market-based solution to the problem of forest loss and degradation, certified timber has not yet taken a significant share of timber and wood product markets. Although the lack of supply of certified timber is acknowledged as a problem, market barriers to the uptake of certified products are poorly understood. This study sought to identify and compare barriers to the uptake of certified wood and wood products in the UK's paper and construction industries. Findings indicate marked variation in barriers between individual companies and between the industries. Key barriers identified include: organizational constraints -strategic commitment, inadequate systems, staff skills and financial provision; supply constraints -material availability, supply chain complexities, entrenched supplier relationships; and demand constraints -lack of knowledge, weak demand, price sensitivity, traditional expectations and availability of substitutes. Ways to overcome these barriers are discussed.

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“…Applications of benchmarking to world-class purchasing and to US service sectors have been reported respectively by Newman et al (1995) and Roth et al (1997). The use of benchmarking as an effective organizational learning tool is presented by Senge (1990), Garvin (1993), Ford and Evans (2001), Smith (1997), Hambly (1997), Watson (2001), Chen andPaetsch (1995), O'Dell andGrayson (2000) and Evans and Dean (2003). A comprehensive list of legal and ethical issues of benchmarking is presented by Brue (2002) and Bogan and English (1994).…”

Section: Literature Reviewmentioning

confidence: 99%

Strategic manufacturing benchmarking

Meybodi

2005

The TQM Magazine

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Purpose of this paper -The purpose of the article is to improve the effectiveness of benchmarking by detecting and reconciling possible inconsistencies in manufacturing strategy process and identifying benchmarking areas that are critical to organizational success. Design/methodology/approach -The paper develops the following five propositions and uses survey data to test the propositions: P1, organizational goals and objectives are consistent with core competencies; P2, organizational goals and objectives are consistent with competitive priorities; P3, organizational competitive priorities are consistent with core competencies; P4, manufacturing performance objectives are consistent with organizational competitive priorities; P5, manufacturing action plans are consistent with manufacturing performance objectives. Findings -The article shows evidence of misalignments, inconsistencies and lack of consensus at the organizational level, as well as within the specific manufacturing area. Originality/value -Lack of proactive strategy to develop organizational core competencies, over-emphasis on cost reduction objectives, and under-emphasis on critical objectives such as changing manufacturing organization culture, improving inter-functional communication, improving employee morale, and improving supplier relationship are the primary areas of misalignment. Successful resolution of these inconsistencies is essential before committing resources to external benchmarking.

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Baldrige Assessment and Organizational Learning: The Need for Change Management

Cited by 31 publications

References 31 publications

What service excellence can learn from business excellence models

What service excellence can learn from business excellence models

Barriers to certified timber and paper uptake in the construction and paper industries in the United Kingdom

Strategic manufacturing benchmarking

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