Journal•ISSN: 1368-3047
Measuring Business Excellence
Emerald Publishing Limited
About: Measuring Business Excellence is an academic journal published by Emerald Publishing Limited. The journal publishes majorly in the area(s): Performance measurement & Performance management. It has an ISSN identifier of 1368-3047. Over the lifetime, 724 publications have been published receiving 28283 citations.
Topics: Performance measurement, Performance management, Balanced scorecard, Quality (business), Excellence
Papers published on a yearly basis
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TL;DR: Measuring Business Excellence revisits this now landmark work to review its continuing relevance to the aspirant learning organization as discussed by the authors, focusing on the cultural and structural issues they need to confront in order to acquire the flexibility and responsiveness to learn.
Abstract: Learning is now widely accepted as the currency of survival in an era of constant change. Many businesses, however, are struggling to learn how to learn. The cultural and structural issues they need to confront in order to acquire the flexibility and responsiveness to learn were articulated in 1990 in The Fifth Discipline by Peter M Senge of Massachusetts Institute of Technology. Measuring Business Excellence revisits this now landmark work to review its continuing relevance to the aspirant learning organization.
7,301 citations
TL;DR: This paper presents the key ingredients, which are essential for Six Sigma implementation, generated from a pilot survey conducted in the UK manufacturing and service organisations.
Abstract: Six Sigma is a business strategy and a systematic methodology, use of which leads to breakthrough in profitability through quantum gains in product/service quality, customer satisfaction and productivity. The concept of implementing Six Sigma processes was pioneered at Motorola in the 1980s and the objective was to reduce the number of defects to as low as 3.4 parts per million opportunities. For the effective implementation of Six Sigma projects in organisations, one must understand the critical success factors that will make the application successful. This paper presents the key ingredients, which are essential for Six Sigma implementation. These ingredients are generated from a pilot survey conducted in the UK manufacturing and service organisations.
691 citations
TL;DR: In this paper, the authors describe and illustrate the practical application of a new measurement framework called Performance Prism, which addresses the shortcomings of many of the traditional measurement frameworks being used by organisations today.
Abstract: This article describes and illustrates the practical application of a new measurement framework – The Performance Prism – which addresses the shortcomings of many of the traditional measurement frameworks being used by organisations today. The Performance Prism, with its comprehensive stakeholder orientation, encourages executives to consider the wants and needs of all the organisation’s stakeholders, rather than a subset, as well as the associated strategies, processes and capabilities. DHL’s board for the UK have used this framework to re‐engineer their corporate measurement and reporting system and the article explains DHL and other firms’ experiences with the Performance Prism.
643 citations
TL;DR: In this paper, the authors define a new index, namely the value creation efficiency of intellectual capital, which is defined as the difference between revenue, profit, and GDP to indicate successful performance, while value is being destroyed and not created.
Abstract: Taking into account the transformation in economic reality towards a knowledge economy it seems logical that we treat IC as a resource, equal to that land, physical assets, and financial capital. This means that it is not anymore treated as a cost but as an investment. In order for the new system to be consistent we have to define a new index, namely the value creation efficiency of intellectual capital. Its empirical applications shows that while revenue, profit and GDP may indicate successful performance, IC efficiency may indicate the opposite, that value is being destroyed and not created.
512 citations
TL;DR: In this paper, the authors present a triple bottom line to reflect economic, social and environmental performance of a business in terms of the impacts and outcomes of its behaviour in a range of areas.
Abstract: Pressure is growing from governments and their citizens for business to measure and manage the impacts and outcomes of its behaviour in a range of areas. The demand has led to the formulation of a ‘triple bottom line’ to reflect economic, social and environmental performance.
376 citations