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This paper aims to investigate how business excellence (BE) custodians (BECs) design, develop and modify their BE frameworks (BEFs) and to provide a general framework for reviewing BEFs. The design process is important to understand as these BEFs are used to help organisations understand the components of BE to guide them towards world-class performance.

The first step was to identify all the BE awards (BEAs) worldwide and their BEFs by conducting a review of publicly available sources. This research was then limited to only those BEAs that were held no more than two years ago. Of these, 29 BECs (with active BEAs) in 26 countries agreed to participate in the research. Data was collected with the help of a survey and 13 BECs also undertook optional follow-up interviews.

In total, 56 countries and regions have 65 active BEAs with another 17 countries having BE initiatives. The EFQM excellence model and the Baldrige excellence framework are used by 37.7% and 14.5% of BECs worldwide, respectively. In total, 58.3% of the BECs review their BEFs once every three years or sooner, 100% of the BECs are confident in their BEFs’ fundamental concepts and 96.5% in their categories. There are fewer active BEAs now and the use of BE is potentially decreasing which suggests that more effort is required by the BECs in promoting BE.

This research collects data directly from the BECs on how BECs design and develop BEFs and provides a general framework for reviewing BEFs.

The study aims to examine the joint effect of service design (SD), information and analysis (IA) and organizational performance through the mechanism of organizational excellence.

To achieve the goal of this study through the hypothesized model, a survey questionnaire research design was employed. The data were collected from Dubai Police organization. Out of 550 questionnaires, 320 questionnaires were returned. The partial least square structural equation modeling (PLS-SEM) approach was used to analyze the data for measurement and structural models.

The statistical results confirmed the positive and significant effects of IA on organizational excellence and excellence on organizational performance. The mediation role of organizational excellence between IA and organizational performance was also confirmed.

Throughout this study, further details and valuable implications have been discussed. Findings provide several practical implications. Findings also help practitioners and managers make proper decisions when implementing SD, IA and excellence practices in their organizations. With the joint effect of SD, IA and organizational excellence, organizations can achieve maximum strong performance and remain in a competitive market.

This study is a unique empirical research study that examines the joint effect of SD, IA and excellence on performance relationships within the public sector in general and police organization in particular, which is limited especially in research of Middle East countries.

Education is a key institution of modern society, long recognized for its central role in the reproduction of inequities and with the potential to challenge them. Schools behave as their systems are designed. Achieving equity and excellence is not possible through attempts to fix “the school” or educators. Principles of systemic design that incorporate equity and excellence are needed to increase the likelihood of desirable outcomes.

Using the social contract as a design principle, this paper systematically builds an empirical model of school provision aimed at equitable excellence.

Equitable excellence in school provision is possible if choice is available across geolocation and socio-educational (dis)advantage, schools have autonomy over fiscal, personnel and curricular matters, public accountability is linked to academic outcomes and social impact, all moderated by the quality of teaching.

Data-driven empirical modelling is particularly attractive to policy makers, systemic authorities and researchers when theory (of all varieties) does not yield the necessary insights to support the functionality and effectiveness of systems to deliver equitable outcomes at scale. Empirical examples can be used to test the explanatory power of the novel model – and refine it when necessary.

The empirical model and threshold question are the genesis of a common language for assessing relevant costs and benefits of initiatives for government and system designers. Significantly, establishing a threshold question and tests of legitimacy and strength to accompany the novel model provides a more principled way of prioritizing the competing demands on public investment in education.

Establishing a threshold question and tests for legitimacy and strength to accompany the novel model provides a more principled way of prioritizing the competing demands to accompany.

The purpose of this study is to enhance the understanding of the complete process of framing and implementing operational excellence in the pharmaceutical industry to ensure higher regulatory compliance.

A literature search was conducted using preferred reporting items for systematic reviews and meta-analyses guidelines. Strategies were set with different keywords and certain assessment criteria for the inclusion and exclusion of articles. A total of 46 articles were considered for a full review.

This study describes the impact of implementing operational excellence in day-to-day operations and the driving forces to achieve the same. Seven commonly used enablers are described can be used in combination to develop and validate an assessment model. Case studies are summarized to schematize operational excellence programs for the scope of their industry.

This study is limited to Indian pharmaceutical manufacturers. It is implied toward small-scale manufacturers. It can be further extended to manufacturers from other regions.

This study guides quality assurance managers, regulatory agencies and other top management to implement operational excellence to ensure higher regulatory compliance. It guides to develop a roadmap to operational excellence in their scope. This study is applicable to any manufacturing industry bound to comply with pharmaceutical regulatory standards.

To the best of the authors’ knowledge, at the time of publication, there are regulatory guidelines and some articles on various key enablers to achieve operational excellence. There is no published systematic review on achieving regulatory compliance by using operational excellence.

Applying servant leadership theory, this study aims to investigate whether servant leadership predicts service excellence of bank employees through mediating role of psychological capital (PsyCap). It also tests buffering role of conscientiousness in boosting service excellence.

The study uses data collected from 224 bank employees. SPSS and jamovi statistics were used for data analysis.

Study findings suggest a significant relationship between servant leadership, service excellence and PsyCap. PsyCap emerged as a mediator, and conscientiousness moderated the nexus between servant leadership and service excellence.

Findings highlight important implications for organisational practitioners. Because servant leadership leads to service excellence, practitioners should consider adopting servant leadership at every organizational level. Further, servant leaders could enhance followers’ PsyCap for creating service excellence. Organisations should use customized training programs and development interventions to enhance service excellence.

This study is one of the few studies to investigate the mediating role of PsyCap as a personal resource and buffering role of conscientiousness for service sector employees. Study generates new insights on employee experiences working in service sectors.

The purpose of this paper is to test empirically two key measurement perspectives – measurements in the context of a theoretical model that predicts/explains results, and measurements in the context of generating an overall score on performance excellence – of the Baldrige Criteria for Performance Excellence (BCPE) using data from Australasian Business Excellence Award applicants.

Two theoretical models corresponding to each measurement perspective were tested using data (n=118) from the applicants for the New Zealand Businesses Excellence Award (based on the BCPE). The partial least squares method was used to test the validity of the measurement items of the BCPE. Qualitative data were also collected from applicants for the Australian Business Excellence Award.

Most of the measurement items showed low levels of measurement validity under both measurement perspectives; the main reason for this was considered to be due to the design of the BCPE as it is a high level of integration and alignment between the various items and categories.

The study is based on a non‐probability sample, although this was unavoidable because the desire was to use data on national business excellence award applicants; such data are rarely available for research purposes.

The paper shows that it is important for organisations to understand the relationships between the various categories/items. Also, the paper indicates that more research should be undertaken in this area to assist organisations to understand the relationships.

The dual measurement perspectives of a BE model (using the same data) has not been tested before, and it is hoped that this study will help academia and the practitioner community to develop more refined performance excellence measures.

As customer expectations expand and as product offerings hardly differ from each other, service excellence has gained in importance as a means of enhancing customer loyalty. The aim of this paper is to focus on expanding and extending what companies can do to achieve service excellence by comparing and evaluating three popular approaches to excellence.

The authors compare three of the most commonly used excellence models, Johnston's conceptualisation of service excellence, the EFQM Model as a representative of national quality award models and the Kano model, and their respective applicability and specific perspective on service excellence. The evaluation is based on theoretical arguments, criteria and on a qualitative expert study.

Combining the selected models provides a comprehensive approach to service excellence. Since all models are compatible and complementary with each other, the analysis provides an enhanced understanding of service excellence and also explains in which context it is most feasible to apply any of the respective approaches. Furthermore, the requirement for a genuine service excellence model becomes evident.

By focusing on three specific excellence models, others such as the Canadian Quality Award and the Australian Quality Award are not considered. Furthermore, a study across industries could reveal how service excellence is achieved in each industry to then transfer this knowledge into other sectors.

By comparing the selected models, benefits of merging the individual approaches are identified. The resulting combined perspectives offered by the individual models present a more detailed insight into what management can undertake to ensure service excellence.

As no prior research has examined the relationship between the selected excellence models and their implications for providing service excellence, this present research offers an innovative approach and thus yields new insights into the conceptualisation of service excellence.

Addresses the issue of how Australian and Canadian managers of human services organizations(HSO) define organizational excellence. Presents a study in which HSO managers were interviewed in order to ascertain their vision of an excellent ideal. Describes the methods and findings and discusses those findings in the context of the literature on management. Addresses the implications of the research through a series of recommendations to subvert barriers to excellence.

This paper investigates how the “Design for Sustainability” mindset of the manufacturing sector can be effectively transferred in the context of construction and proposes appropriate implementation tools for the promotion of sustainability in infrastructure projects' planning and design.

The Design for Excellence (DfX) approach is first investigated in the context of manufacturing through the review of related literature, and the goals of Design for Sustainability (DfS), in particular, are specified. The suggestions of the literature are used as a basis for the development of the conceptually equivalent goals in the context of infrastructure projects and to highlight the construction management strategies which qualify as potential DfS tools.

This paper presents how well-known construction planning and management methods, techniques or strategies such as cost–benefit analysis, sustainability-driven procurement, contractors' involvement in design, value-based design, building information modeling (BIM) and buildability review enable the holistic promotion of the triple bottom line in feasibility, design and procurement of infrastructure projects, when combined in the context of an integrated planning approach.

The DfX mindset has very limited presence in the construction literature. This paper attempts to conceptualize its scope in the context of infrastructure projects while putting the multidimensional concept of sustainability as primary planning and design consideration. The proposed planning approach and the systematic mapping of the respective implementation tools can facilitate the decision-makers to achieve the desired sustainability benefits, in line with their priorities.

The principles of design for manufacturability have been embraced by many corporations as a means towards achieving world class manufacturing. This, in combination with the tenets of total quality management (TQM) has become the development strategy of manufacturers worldwide. Focuses first on the definition of “quality” and argues that the classical TQM understanding of quality as reliability of performance is no longer sufficient. Suggests that a redefinition of quality which focuses on the totality of the user experience is necessary for truly world class products. This development approach, referred to as “design for marketability”, requires the five‐step process outlined. Implementation of this strategy hinges on the assemblage of a multidisciplinary team led by Industrial Designers. Discusses outsourcing design talent. Concludes with guidelines for selecting and working with consultant design firms in implementing the design for marketability strategy.