To read the full version of this content please select one of the options below:

A model for sustainable business excellence: implementation and the roadmap

Seyed Amir Bolboli (Faculty of Architecture, Civil Engineering, Mechanical Engineering and Safety Engineering, Research Group “Product Safety and Quality Engineering”, University of Wuppertal, Wuppertal, Germany)
Markus Reiche (Quality Experts Consulting, Nuremberg, Germany)

The TQM Journal

ISSN: 1754-2731

Article publication date: 7 June 2013

Abstract

Purpose

The purpose of this paper is to develop a holistic model for reviewing business excellence (BE) concepts from a systemic perspective and to propose an implementation guideline intending to fill the gap between theory and practice of systems thinking in quality management.

Design/methodology/approach

The research is an exploratory investigation into the business excellence implementation based on systems thinking. After an exhaustive review of literature about BE implementation frameworks, critical barriers and success factors, system‐based integration models and change management models, a methodology was developed which describes the process of designing and implementing a sustainable BE.

Findings

The outcome of this research is a roadmap of BE implementation for sustaining organizational excellence obtained from a meta‐model proposed in this study.

Practical implications

The findings of this study are relevant to all different sized organizations, in different sectors and industries, for managing dynamic and complex processes in order to guarantee a sustainable BE.

Originality/value

The paper presents a unique roadmap for implementing BE in the light of systems thinking; such a roadmap has not been addressed in previous publications. When used properly, this roadmap can direct organizations toward sustainable excellence.

Keywords

Citation

Amir Bolboli, S. and Reiche, M. (2013), "A model for sustainable business excellence: implementation and the roadmap", The TQM Journal, Vol. 25 No. 4, pp. 331-346. https://doi.org/10.1108/17542731311314845

Publisher

:

Emerald Group Publishing Limited

Copyright © 2013, Emerald Group Publishing Limited