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Achieving service excellence: a new Japanese approach versus the European framework

Masoud A. Azhashemi (Senior Lecturer in Operations Management at the Leicester Business School of De Montfort University, UK)
Samuel K.M. Ho (Samuel K.M. Ho serves as Editor of this journal. He is Professor of Strategic and Quality Management at the International Management Centres, UK. He was the Professor of Strategy and Quality at Luton Business School, UK. At present he is visiting at the Hong Kong Baptist University)

Managing Service Quality: An International Journal

ISSN: 0960-4529

Article publication date: 1 February 1999



Presents the Japanese initiative of total integrated management and identifies the multiple factors which can influence management quality and business performance in organisations. Explores the UK/European model for business excellence and the process of self‐assessment that can be applied by organisations in all sectors to improve their business results and competitive superiority. Compares the main features of the Japanese and the European frameworks and notes their differences together with their benefits and possible downsides. Uses case examples to demonstrate the application and the implications of these initiatives to practising managers. Concludes that for organisations to be effective they should use the dynamics of the integrated business excellence tools and value the quality level of the management policies and strategies as key success factors



Azhashemi, M.A. and Ho, S.K.M. (1999), "Achieving service excellence: a new Japanese approach versus the European framework", Managing Service Quality: An International Journal, Vol. 9 No. 1, pp. 40-46.




Copyright © 1999, MCB UP Limited