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Increasing competitive pressure from global markets and technological developments has resulted in the continual demand for business improvement philosophies and methodologies in operations management to address this challenge. The Six Sigma approach to business improvement has emerged in both the practitioner and academic literature as having a significant role in this area. There are many documented case studies of organizational applications of Six Sigma, where large‐scale improvements in defect and process measures have been attributed to this approach, mainly in the mass‐manufacturing sector. Moreover, there are claims, less well documented, that Six Sigma can be used as a change management approach at a strategic level and thus it can be applied to other sectors such as service industries. It is contended that there is a paucity of critical reviews of the Six Sigma literature, beyond that of descriptive accounts. Therefore, the aim of this paper is to critically review the literature of Six Sigma in relation to its effect on organizations and those that work in them. A broad theoretical perspective is used to guide the review process. The paper structure is based on the dichotomies within the Six Sigma literature, namely, what is Six Sigma — strategic change or operational methods; is Six Sigma a TQM appendage, or something new; will workers in a Six Sigma environment have more empowerment or be more controlled and is Six Sigma applicable to the service sector or only for that of the manufacturing sector?

The purpose of this paper is to focus on the growing interest of the role of business in society, commonly referred to as CSR. Historically CSR can be traced back to the 1950s, although in very recent times there has been a virtual explosion of interest in its use and applicability in organisations. However, there are many unresolved issues, most notably in terms of how CSR should or can be implemented and embedded in an organisation. This paper therefore seeks to explore the relationship and potential synergies between quality management and CSR.

The qualitative exploratory study in this paper represents the first stage of an ongoing research programme, and is based on an in‐depth analysis of quality award submission documentation from six case organisations that have recently been recognised as winners in relation to their quest for business improvement.

The paper finds that substantial evidence from each of the case organisations demonstrates the breadth and depth of activities in which they are engaging under the broad headings of workplace, environment, social impact, and economic impact. However, whilst there is no doubting the sincerity of the actions, the approaches and activities, a strategic focus on CSR is still very much in its infancy.

In this paper there is a paucity of empirical research examining how existing management tools, techniques and methodologies can be used to further the CSR debate. This paper represents an important first step in redressing this imbalance.

The paper suggests that the quality management and business excellence frameworks can offer a strong foundation from which to develop CSR strategies, behaviours and activities in an organisation.

This paper represents an important first step in understanding how and where CSR “fits” into an organisation and potentially how existing quality methodologies, tools and frameworks can be used to aid the implementation of CSR.

Continues earlier work which described in some detail the theoretical basis and rationale for developing a modified SERVQUAL instrument (P‐C‐P attributes model) for measuring service quality. Provides a brief overview to service quality highlighting some of the more pertinent and as yet unresolved issues. Discusses the validity of the new “P‐C‐P” attributes model as a methodological framework for measuring service quality, and discusses the findings of an in‐depth study of the service quality of information services in Northern Ireland using this model. In brief, the P‐C‐P attributes (pivotal, core and peripheral) model takes the form of a ranked structure based on three main classes of attributes (as opposed to the five dimensions of SERVQUAL). Using these three attributes as a convenient set of pegs, a questionnaire was developed to capture the different aspects of service quality and distributed to 1,000 organisations in Northern Ireland. Some 276 questionnaires were returned for analysis, and in general respondents appeared to be fairly satisfied with the level of service they received from the information services. However, some significant differences were noted between their responses to questions and open comments, which tended to be more negative. This seems to indicate that service quality evaluation should not be based solely on fixed‐choice questions and that respondents should be given the opportunity to make general comments on any aspect of the service they received. This research also examined the versatility of the P‐C‐P attributes model as a measurement framework. Results from advanced statistical tests demonstrated the potential that exists for this tool to be used as a general instrument for assessing the service quality of information services or any industry sector. It is not prescriptive and, indeed, it is a skeletal framework within which to consider respective services, thereby having the potential to address the diversity and idiosyncracies of specific service industries.

The aim of this paper is to analyse how critical incidents or organisational crises can be used to check and legitimise quality management change efforts in relation to the fundamental principles of quality.

Multiple case studies analyse critical incidents that demonstrate the importance of legitimisation, normative evaluation and conflict constructs in this process. A theoretical framework composed of these constructs is used to guide the analysis.

The cases show that the critical incidents leading to the legitimisation of continuous improvement (CI) were diverse. However all resulted in the need for significant ongoing cost reduction to achieve or retain competitiveness. In addition, attempts at legitimising CI were coupled with attempts at destabilising the existing normative practice. This destabilisation process, in some cases, advocated supplementing the existing approaches and in others replacing them. In all cases, significant conflict arose in these legitimising and normative evaluation processes.

It is suggested that further research could involve a critical analysis of existing quality models, tools and techniques in relation to how they incorporate, and are built upon, fundamental quality management principles. Furthermore, such studies could probe the dangers of quality curriculum becoming divorced from business and market reality and thus creating a parallel existence.

As demonstrated by the case studies, models, tools and techniques are not valued for their intrinsic value but rather for what they will contribute to addressing the business needs. Thus, in addition to being an opportunity for quality management, critical incidents present a challenge to the field. Quality management must be shown to make a contribution in these circumstances.

This paper is of value to both academics and practitioners.

Environmental turbulence including rapid changes in technology and markets has resulted in the need for new approaches to performance measurement and benchmarking. There is a need for studies that attempt to measure and benchmark upstream, leading or developmental aspects of organizations. Therefore, the aim of this paper is twofold. The first is to conduct an in‐depth case analysis of lead performance measurement and benchmarking leading to the further development of a conceptual model derived from the extant literature and initial survey data. The second is to outline future research agendas that could further develop the framework and the subject area.

A multiple case analysis involving repeated in‐depth interviews with managers in organisational areas of upstream influence in the case organisations.

It was found that the effect of external drivers for lead performance measurement and benchmarking was mediated by organisational context factors such as level of progression in business improvement methods. Moreover, the legitimation of the business improvement methods used for this purpose, although typical, had been extended beyond their original purpose with the development of bespoke sets of lead measures.

Examples of methods and lead measures are given that can be used by organizations in developing a programme of lead performance measurement and benchmarking.

There is a paucity of in‐depth studies relating to the theory and practice of lead performance measurement and benchmarking in organisations.

The purpose of this paper is to consider organisational performance relating to “sustainability and inclusion” and to assess four related indicators across the manufacturing and service sectors both in absolute performance terms and by level of TQM implementation and organisational size.

The paper is based on two empirical studies (manufacturing and service) undertaken in North Eastern England, involving the application of a self‐assessed benchmarking tool. Data were collected from 128 manufacturers and 428 service organisations where performance measures relating to “sustainability and inclusion” were considered.

The findings presented in this paper indicate the level of performance in “sustainability and inclusion”, together with the impact of size, world‐class status and specific individual and aggregated TQM enablers for both sectors. Both manufacturing and service have some way to go in terms of their performance, whilst organisational size and world‐class appear to influence attainment, as do certain individual and aggregated measures of business practice and internal performance.

The paper shows that further research may involve revisiting the participating organisations to identify the extent of any improvement in their performance relating to “sustainability and inclusion”.

The results in this paper indicate the extent of the room for improvement within both manufacturing and service, but indicate how a greater level of TQM maturity and subsequent internal performance puts an individual organisation in a better position to a certain extent to do this.

The findings in the paper are based on benchmarking data, where the implementation of certain TQM practices and measures of internal business performance have been measured alongside a limited number of measures relating to CSR performance across manufacturing and service as part of a wider regional study. Providing these data together has allowed the exploration of the association between the two sets of measures.

The aim of this paper is to investigate the links and relationships between strategy and operations in local government improvement efforts under the umbrella of the Local Government Modernisation Agenda (LGMA) in England. More specifically, it explores the implementation of structured change methods and performance measurement and management initiatives that claim to have a linked strategic and operational focus through to stakeholder impact.

This research adopts an interpretive multiple case approach (n=5), using in‐depth semi‐structured interviews and focus groups, as well as substantive archive information.

The structured integration of strategic level policy‐setting and its associated operational level activity in local authorities is often obscure and lacking in cohesiveness. Performance measurement and management at the strategic level is, for the most part, driven by emerging legislation and the need for compliance rather than improving service effectiveness. This has led to discontinuity, delays in implementing policy, and criticism of performance measures from service delivery staff.

There is a need for improved integration across the strategic‐operational divide, which requires improved understanding and translation approaches. Methods adopted from other sectors should be assessed critically and tailored to suit this need rather than adopting an off‐the‐shelf provision.

There is a paucity of in‐depth studies relating to performance measurement and management across the strategic‐operational span in the public sector in general, and local government in particular. Increased understanding in this area is of critical importance in relation to implementing effectively the current and future modernisation and reform initiatives.

The Six Sigma approach to business improvement has emerged as a phenomenon in both the practitioner and academic literature with potential for achieving increased competitiveness and contributing. However, there is a lack of critical reviews covering both theory and practice. Therefore, the purpose of this paper is to critically review the literature of Six Sigma using a consistent theoretical perspective, namely absorptive capacity.

The literature from peer‐reviewed journals has been critically reviewed using the absorptive capacity framework and dimensions of acquisition, assimilation, transformation, and exploitation.

There is evidence of emerging theoretical underpinning in relation to Six Sigma borrowing from an eclectic range of organisational theories. However, this theoretical development lags behind practice in the area. The development of Six Sigma in practice is expanding mainly through more rigorous studies and applications in service‐based environments (profit and not for profit). The absorptive capacity framework is found to be a useful overarching framework within which to situate existing theoretical and practice studies.

Agendas for further research from the critical review, in relation to both theory and practice, have been established in relation to each dimension of the absorptive capacity framework.

The paper shows that Six Sigma is both a strategic and operational issue and that focussing solely on define, measure, analyse, improve control‐based projects can limit the strategic effectiveness of the approach within organisations.

Despite the increasing volume of Six Sigma literature and organisational applications, there is a paucity of critical reviews which cover both theory and practice and which suggest research agendas derived from such reviews.

Market deregulation in the utilities sector has led to increased competition and rising customer expectations in both established and new markets. This, in turn, has forced organisations such as electricity and telecoms to make rapid, enterprise-wide changes on an increasingly frequent basis which in turn has led to problems with alignment. Misalignment can occur at many levels and can result in misused resources, loss of competitiveness, excessive cycle times, higher costs and loss of agility. The purpose of this paper is twofold. Given the lack of overarching theory, the paper begins by borrowing from contingency, dynamic capability and organisational learning constructs, to explore the role that performance measurement models can bring to improve the alignment between business strategy and functional strategy (level 1 alignment). Second, the paper analyses the role of performance measurement models in developing functional practices aligned with supply chain management (SCM) strategies (level 2 alignment).

The study adopts an exploratory theory-building approach using four case studies. These are used as key supply chains in both established and new business areas within two longitudinal university-industry research partnerships (each of three years duration). Data from repeat interviews (n=42), focus groups (n=10), documentation and observations is analysed and forms the basis for the development of a conceptual framework and a set of related propositions. The data analysis followed Radnor and Boaden's (2004) method for analysing interpretive research.

The findings show the role and impact of performance measurement models and methods on alignment at two levels, i.e. level 1 alignment – between business strategy and functional (SCM) strategy, and level 2 alignment – between the functional strategy (SCM) and SCM routines and practices.

To date, there are few studies which explore the development of theory and practice in relation to the role and impact of performance measurement models and methods in improving organisational alignment. This exploratory theory building study makes a contribution to this gap through the development of the conceptual framework and propositions.