Architecture of business excellence in the public and service sectors
By: KANJI, Gopal K
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ArticlePublisher: Oxfordshire, UK : Taylor & Francis, March-April 2008Total quality management & business excellence 19, 3-4, p. 399-415Abstract: The traditional Business Excellence approach has been increasingly regarded as inward looking, inefficient and unable to drive appropriate actions for improvement in organisations, thus being of limited value for their stakeholders. The architecture of Business Excellence deals with a set of systems, stakeholders, critical success factors and Structural Equation Modelling to create a holistic, reliable and comprehensive measurement model. The main advantage of the Global Excellence Measurement System (GEMS) is in providing integration and alignment among the various organisational subsystems and measures. Such integration comes from two main features: its foundation on the System Architecture, which incorporates critical success factors of all the stakeholders, and the use of a sound Structural Equation Modelling (SEM) approach. In this paper, the author will first demonstrate the System Architecture of GEMS and then, with the help of empirical evidence from public and service sectors, will display the integration and alignment among the various organisational subsystems and measures for the improvement of the organisation
The traditional Business Excellence approach has been increasingly regarded as inward looking, inefficient and unable to drive appropriate actions for improvement in organisations, thus being of limited value for their stakeholders. The architecture of Business Excellence deals with a set of systems, stakeholders, critical success factors and Structural Equation Modelling to create a holistic, reliable and comprehensive measurement model. The main advantage of the Global Excellence Measurement System (GEMS) is in providing integration and alignment among the various organisational subsystems and measures. Such integration comes from two main features: its foundation on the System Architecture, which incorporates critical success factors of all the stakeholders, and the use of a sound Structural Equation Modelling (SEM) approach. In this paper, the author will first demonstrate the System Architecture of GEMS and then, with the help of empirical evidence from public and service sectors, will display the integration and alignment among the various organisational subsystems and measures for the improvement of the organisation
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