Search results

This paper seeks to present a comparative study of framework, criteria and criterion weighting of 20 Excellence Models/National Quality Awards (EM/NQA), to identify their common features, contradictions and to propose suggestions for development and review of EM/NQA. It also aims to provide some clues to attain sustenance of business results.

This study is based on a literature review using the internet and research databases (Emerald and EBSCO). Nine generic criteria are identified and their relative importance within each model is computed based on scores given to their respective contents in the criteria/sub‐criteria of each EM/NQA. The average relative importance of nine criteria, discussions with experts and the author's own experience helped to visualise the emerging scenario and suggest improvements.

EM/NQA frameworks have different shapes. Most EM/NQA start with the criterion “Leadership” and end with “Results”. Ancient wisdom emphasises that the ultimate goal of business is the wellbeing of society. Although the criteria of EM/NQA are similar, the criterion weighting changes due to external environment and cultural factors. The study classifies nine criteria into core criteria, i.e. the need for survival, internal environment criteria, i.e. differentiators, and goodwill criteria, i.e. ensuring sustainability. The focus on goodwill criteria needs to be enhanced to ensure sustainable business growth.

This study is an attempt to integrate the common learning/contradictions of EM/NQA and provide clues to achieving sustainability. Many EM/NQA custodian websites have limited information in the public domain. A periodic review of models made this study difficult. Future research may focus on studying the impact of criteria weighting in different countries/economic environments to enhance the effectiveness of excellence models.

The study may help the GEM council, custodians and managers to review EM/NQA and develop strategies for sustainable results.

This paper is based on a literature review, the author's own experience, and interaction with experts. It provides an analysis of 20 EM/NQAs, highlights the need for a universally acceptable model, and suggests emerging dimensions of excellence.

Quality research has paved the way for the evolution of several business excellence models/national quality awards (BEMs/NQAs). This paper aims to review the evolution of BEMs/NQAs and takes a comparative view on these models. It also throws some light on the emerging scenario.

This study is based on information gathered through an extensive literature review using print media and research databases like Emerald, EBSCO and Pro‐Quest. Discussions with experts helped in reviewing the effectiveness of BEMs and visualising the emerging scenario.

A paradigm shift has been witnessed in the understanding of quality. Although MBNQA, EFQM and the Deming Prize are the three globally accepted major BEMs, some unique models are also emerging. The paper identifies 100 BEMs/NQAs being used across the world. They are subject to changes according to the evolution of the external environment and are considered a contemporary way to attain excellence. The benefits and limitations of BEMs are identified. BEMs need to be fine‐tuned by incorporating lessons from ancient teachings to attain “sustained business results”.

Although this paper identifies 100 BEMs/NQAs, the author has limited access to the details of these models. While details of some NQAs are available on the web in the native languages of their respective countries, many BEMs/NQAs have limited information in the public domain. Further to this, rapid changes in BEMs/NQAs in line with the evolution of the external environment makes this study even more difficult. Future research may attempt to overcome some of these limitations.

The study is expected to help in reviewing national business excellence strategies. The effectiveness of BEMs/NQAs needs to be examined empirically for sustained results. Ancient teachings provide the clues for sustainable growth.

This paper is based on literature review and interaction with experts. The paper provides a worldwide analysis of BEMs/NQAs and suggests a few emerging dimensions of excellence.

The purpose of this paper is to share the findings of a comparative study of the TQM elements deployment model and the universal business excellence model (UBEM) Vedic matrix. Comparative research of the essence of BEMs incorporated in the TQM elements deployment model and additional points identified in UBEM Vedic matrix will facilitate multi‐dimensional business growth.

The TQM elements deployment model unveils the reasons of enactment and social influence of BEM through review of four major quality awards namely Malcolm Baldrige National Quality Award, European Quality Award, Japan Quality Award, and Deming Prize. UBEM integrates the Vedic philosophy with synthesis of BEMs and emphasizes that the ultimate goal of business is Universal well‐being. The study involved inputs from the essence of Vedic hymns incorporated in the Vedic matrix of UBEM and the synthesis of major quality awards incorporated in the TQM elements deployment model using principal component analysis.

The UBEM Vedic matrix is constructed based on a broad understanding of the Vedic philosophy. The TQM elements deployment model is constructed based on TQM concepts, quality assurance aystem and quality management system. The former can be called a management concept thinking model and the latter can be called a management system thinking model. It is concluded that the sustenance and growth of an enterprise lies in harmonization with global society.

Comparative research is an attempt to integrate the best practices of the West incorporated in the BEM with the Vedic philosophy of the East, which derives infinite creativity, actions and power from the universal laws of Nature. It is an example for researchers to explore several other areas to integrate the best of both worlds (East and West) and provide a new direction for the mankind.

The comparative research provides additional inputs, which may be used during review of the BEMs and national quality awards in the various regions of the world and hence are of relevance to all BEM custodians. The study is expected to help in a review of the national business excellence strategies worldwide.

The paper is one of the first to focus on integration of BEMs and the Vedic philosophy. The UBEM Vedic matrix identifies practicing values and measuring multiple bottom‐lines as key to sustainable growth. Its integration with the TQM elements deployment matrix is useful to enhance the effectiveness of BEMs. Principal component analysis methodology used in this paper for comparative study is also useful for comparative studies of the quality award criteria.

This paper sets out to present a comparative study of the core values of 16 excellence models vis‐à‐vis human values enshrined in ancient religious philosophies and identified by social scientists as a spiritual way of working.

Contemporary excellence models (EMs) are considered as role models to attain success, and thus it is appropriate to review the effectiveness of their core values. The core values of 16 EMs are identified through a literature review and are studied comparatively. Further, common human values enshrined in various religious philosophies and also advocated by research as success strategies are identified for the comparative study.

The paper identifies and compares the core values of 16 contemporary excellence models. By and large, the focus of core values in EMs is similar. However, the Deming Prize has a uniqueness and different focus in comparison with other models. Some of the common values are customer focus, continuous learning, innovation and improvement, employee involvement and development, partnership development, systems, process‐based management, agility, and social responsibility. Human values emphasise the purity of the means and their adoption enhances stakeholders' loyalty. Core values will become more effective if they emanate from human values.

The comparative study provides a new perspective for the integration of business values of EMs with human values. It may be useful for the custodians, the GEM council, researchers and practitioners to enhance their understanding of values and their impact in enhancing sustainable growth and prosperity.

The study is expected to help in a review of national business excellence strategies worldwide. The integration of excellence models with human values by model custodians and corporate leadership will lead to an exponential growth in business and prosperity for all stakeholders.

The study is a part of original research work at the Indian Institute of Technology, Roorkee, India by the author after long experience in the implementation of excellence initiatives in industry. The paper is one of the few comprehensive studies of excellence models and focuses on the integration of learning to attain sustainable growth and prosperity in a competitive environment.

With increasing competitiveness today's business scenario has become highly complex. Aims to focus on corporate social responsibility (CSR), which has become increasingly important in the modern era.

A conceptual discussion and approach are taken.

CSR encompasses a wide variety of concerns such as ethical values in business, welfare of society, awareness, respect and protection of the natural and built environment as regular action that business can take to solve the problems being faced by the Society. CSR is an integral part of Vedic philosophy. Vedic philosophy emphasizes that those actions, which are coming from the core of heart, will provide the long lasting results. Veda advocates for minimum accumulation, mutual cooperation and maintenance of natural harmony. Veda reiterates non‐centrality of money in human life, but for corporations money is the real nerve of business systems. Vedic economic philosophy is pure and focused on “Prosperity for all”. The present study attempts to critically evaluate the modern concept of CSR and enrich it with the path described by Vedic philosophy to attain the corporate excellence.

Focuses on issues such as corporate accountability, corporate ethics and disclosure of relevant corporate information which are increasingly becoming important centres of attention in business.

The purpose of this paper is to evolve the Universal Business Excellence Model (UBEM) with the integration of common features of business excellence models (BEMs) with universal laws of nature to facilitate multi‐dimensional business growth.

Business has focused on accumulation of wealth at the cost of society for decades. It has resulted in socio‐economic, political and environmental problems and led to the evolution of quality, environmental, HSE systems and BEMs, etc. Vedic philosophy emphasizes that a core function of business is to create wealth for “Well being of society”. To evolve UBEM, synthesis of BEM, e.g. the Malcolm Baldrige National Quality Award (MBNQA), the European Quality Award (EQA) and the Deming Prize has been undertaken to identify the common and unique issues. In addition, certain issues not adequately addressed in BEM but emphasized in Vedic hymns have been empirically tested to check their applicability in the current business scenario.

The paper finds that UBEM stresses that profit is not the ultimate objective of the business, but a means to achieve the sustainable success. Interestingly, professionals of various age groups, different countries and backgrounds have overwhelmingly supported the concept in empirical study.

Hymn from Rig‐Veda explains that physical as well as moral laws govern the entire universe. Vedic philosophy derives infinite creativity, actions and power from the universal laws of Nature. This paper is an attempt to integrate philosophy of the East with modern practices of the West. It is an example for researchers to explore several new areas to integrate the best of the both (East and West) and provide a new direction to the mankind.

The use of the UBEM will make it easier for practicing managers to reach the right decisions for sustainable success.

The UBEM identifies the “values and process flow” and measurement of “multiple bottom‐lines” as the key to success. Integration of “organization vision” with “universal wellbeing” leads to sustainable success and provides an access to the infinite power of “cosmic energy” to ensure multi‐dimensional growth.