Taking a critical perspective to the European Business Excellence Model using a balanced scorecard approach: a case study in the service sector

Abstract

In this paper the business excellence model is examined from a critical perspective by analysing the results from a three year university/organisation partnership. The organisation, a major service based electrical utility, wanted to adopt a total quality culture that was based on broad based learning principles, rather than a narrow mechanised approach. Instead of using short term initiatives the organisation entered into a learning partnership with the university. One of the approaches used was that of the Business Excellence Model. However, rather than apply the model as the ultimate panacea, it was carefully deployed and any advantages and disadvantages were noted and analysed by the TQM team and the researchers. A balanced scorecard approach was used to cover deficiencies in the Business Excellence Model.

Citation

McAdam, R. and O’Neill, E. (1999), "Taking a critical perspective to the European Business Excellence Model using a balanced scorecard approach: a case study in the service sector", Managing Service Quality: An International Journal, Vol. 9 No. 3, pp. 191-197. https://doi.org/10.1108/09604529910267091