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The paper aims to explore the implementation of performance‐oriented civil service reforms (CSRs) in Kenya, noting hurdles and opportunities for improvement and to suggest a robust model to imbed a performance‐oriented reforms culture.

The article is informed by a review of the literature on civil service reforms and applications of performance measurements in civil service reforms in Africa in general and specifically in Kenya. Current performance‐oriented reforms/practices and challenges are documented, obstacles/gaps to effective implementation identified, opportunities for improvement isolated and a robust model to inculcate a performance‐oriented culture suggested for application.

While noticeable progress has been made in implementation of CSRs in Kenya, there evidently remain obstacles in the implementation of performance‐oriented civil service reforms. Civil service reforms ought to revolve around performance measurements; rewarding good performance and realigning resources to support desired changes, while simultaneously stimulating competition amongst public entities so as to support superior public service delivery.

The paper provides a succinct account of the state of civil service reforms in Kenya and particularly the drive towards performance‐oriented reforms. It suggests a holistic approach to engraining a performance‐oriented culture.

The purpose of this paper is to provide a conceptual framework for conducting a benchmarking visit/expedition.

Recent articles on the models of benchmarking are reviewed and used to construct a seven‐step benchmarking visit/expedition framework that is subsequently tested by applying it to facilitate a benchmarking expedition for Dubai Holding Group (DHG) with United Utilities, Bradford and Bingley and the Marriot Hotel, all of the UK.

The paper finds that good planning and execution of the benchmarking visit are essential. How the visit is conducted influences favourably/unfavourably the outcomes of the visit/expedition. Capturing meaningful learning of best practices required a purpose‐focused approach/framework to guide gathering, documenting and prioritising best practice evidences. The suggested 7‐Steps framework, when applied, focuses actions towards realising and reaping the full potential of such visits/expeditions. The 7‐Steps model enabled DHG to exhaustively collect, document and prioritise best practice actions from the three benchmarking partners thereby rendering the expeditions a success.

The success of a benchmarking visit's/expedition's outcome is contingent on the planning and training undertaken prior to the visit/expedition, how the visit itself is conducted and crucially, the usability and reliability of data and evidence gathered. Poor execution of a benchmarking visit even with good planning inevitably yields poor results and vice versa.

The paper contributes to knowledge by closing a knowledge gap and providing a framework that enables user organisations to fully realise the benefits of a benchmarking visit/expedition.

This paper aims to detail quality award initiatives in Kenya and to propose an integrated national quality award.

This paper discusses sectoral quality initiatives and award schemes operational in Kenya. The KQA and COYA schemes' objectives, procedures, examination criteria, principles and frameworks are discussed and lists of respective award recipients presented. A national quality award scheme integrating these initiatives and awards modelled on the Brazilian national quality award is then proposed for adoption.

While the quality revolution is increasingly being felt in several sectors of the Kenyan economy, courtesy of several sectoral quality initiatives and award schemes, nonetheless, these seem inadequate and cannot keep pace with global competition; hence the need for a national quality award with an expanded mandate, thrust and appeal beyond the narrow sectoral confines.

The paper brings to the attention of practitioners the need for integration of quality initiatives and awards into a national quality award.

The purpose of this paper is to explore the link between causes of corporate collapse/demise and the concept of quality.

The paper is informed by a review of literature on corporate collapse and quality management. A literature review and global web search of corporate demises is then conducted. Actual causes of corporate demise are established and compared/contrasted with those in the literature to ascertain any similarities/dissimilarities. The link between causes of corporate demise and the concept of quality is then explored and appropriate implications and conclusion drawn.

Evidence from the research suggests a clear linkage between causes of corporate demise and the concept of quality. Quality deficiencies/flaws if unattended may occasion corporate demise, which may be instant or gradual depending on the degree of corporate resilience.

Corporations can only afford to ignore the concept of quality at their own peril. The linkage between the causes of corporate demise and the concept of quality requires managers to prioritise the concept quality and by extension quality management more seriously than ever before.

The line of inquiry pursued by this paper provides additional insights into the phenomenon of corporate demise from a quality management perspective, thereby broadening its understanding.