The paradigm shift to Business Excellence 2.0

Abstract

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.

The extent of EFQM effectiveness in routine and non-routine organizations based on multivariate techniques: an empirical study

“…They also believe that more research is required to investigate the impact of issues such as organizational contexts and cultures thoroughly. Many researchers believe that more studies should be conducted on the effect of environmental changes on BEMs (Enquist et al 2015;Dubey 2016;Ng et al 2015; Rahbek Gjerdrum Pedersen and Sudzina 2012). Enquist et al (2015) mentioned a transcendence phenomenon, namely ''Push vs.…”

“…They have recommended that existing BEMs are more aligned with the idea of ''Push'', while they should be more focused on the idea of ''Pull'', and the effectiveness of BEMs should be reviewed accordingly. Note that ''Push'' and ''Pull'' operate on anticipated and non-routine situations, respectively (Enquist et al 2015).…”

“…Regarding this issue, although in the reviewed studies the effectiveness of BEMs in different contexts and cultures (such as private or public organizations and service or manufacturing industries) has been examined, the effect of environmental uncertainty has not been investigated thoroughly. Enquist et al (2015) mentioned that there is a paradigm change in BEMs, namely ''Push vs. Pull''.…”

“…Pull''. Note that ''Push'' operates on routine and anticipated situations and ''Pull'' under non-routine conditions (Enquist et al 2015). They stated the necessity of moving towards ''Pull'' approach and investigating the effects of environmental changes on the performance of these models, and insisted on the consistency of BEMs with changes in business environment (Enquist et al 2015).…”

“…Note that ''Push'' operates on routine and anticipated situations and ''Pull'' under non-routine conditions (Enquist et al 2015). They stated the necessity of moving towards ''Pull'' approach and investigating the effects of environmental changes on the performance of these models, and insisted on the consistency of BEMs with changes in business environment (Enquist et al 2015). Dubey (2016) presented an agile business excellence model for organizational sustainability and believed that despite the studies conducted during the last 15 years, there is a serious shortcoming associated with examining the effect of fast changing environment.…”