What can we learn from “leading” service practitioners about business excellence?

Abstract

It is reasonable to assume that levels of business excellence will vary considerably amongst a group of organisations; two recent studies of organisations in north east England support this hypothesis. Draws on these benchmarking data. Relates to 28 business excellence practices and 19 operational performance measures covering strategy, human resources, service delivery and quality, service design and innovation, service value and measurement and business performance. Identifies the extent of any significant differences in overall practice and performance attainment levels between service leaders and their counterparts. Also considers combinations of attributes that best discriminate between levels of attainment. Derives a subset of measures that have the potential to provide an insight into a service organisation’s level of practice adoption and corresponding performance. Also considers additional characteristics to ascertain what association, if any, they have with the level of practice adoption and operational performance amongst the service organisations. All significant differences are highlighted at the 5 per cent significance level unless otherwise stated.

Citation

Robson, A. and Prabhu, V.B. (2001), "What can we learn from “leading” service practitioners about business excellence?", Managing Service Quality: An International Journal, Vol. 11 No. 4, pp. 249-261. https://doi.org/10.1108/EUM0000000005610