Business excellence initiatives: dependencies along the implementation path

Abstract

In this paper, we argue the success and sustainability of a business excellence (BE) initiative is influenced by (1) the contextual alignment of the initiative with the organization’s competitive business strategy and (2) the level of congruence between the initiative and the organization’s operating environment and culture. To illustrate these dependencies, we present case studies of three Australasian organizations that initiated BE initiatives and failed to sustain their commitment to the process. The case studies highlight the need for further research into the nature and variety of organizational characteristics that either support or undermine BE as an improvement strategy. We conclude..