The strategic impact and application of the business excellence model: implications for quality training and development

Abstract

The aim of this paper is to explore the tactical role of the business excellence model (BEM) and the significance for quality training and development, in relation to strategy and operations within organisations. There are conflicting accounts in the literature and praxis in relation to the role of the BEM. Some consider it to be a strategic model while others consider it to be of use solely at an operational level. This paper explores this dichotomy by considering the tactical role of the BEM in organisations and the implications for quality training and development in organisations. A grounded theory research methodology is used. Based on the research a grounded model of the BEM application in organisations is presented and discussed, showing the current role of the BEM for managers in relation to operations and strategy. The need for a resultant shift in emphasis in quality training and development is shown.

Citation

Leonard, D. and McAdam, R. (2002), "The strategic impact and application of the business excellence model: implications for quality training and development", Journal of European Industrial Training, Vol. 26 No. 1, pp. 4-13. https://doi.org/10.1108/03090590210415858