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

Volumn 9, Issue 3, 1999, Pages 191-197

  Mcadam, Rodney ^a   O’Neill, Edel ^a  

^a UNIVERSITY OF ULSTER   (United Kingdom)

Author keywords

European Foundation for Quality Management; Models; Service industries; TQM

Indexed keywords

EID: 84986134783     PISSN: 09604529     EISSN: None     Source Type: Journal    
DOI: 10.1108/09604529910267091     Document Type: Article

References (22)

1. Borley, D. (1994), “Total quality management Involving everyone for business effectiveness”, Quality World, March, pp. 150-4
2. Burgoyne, J. and Reynolds, M. (1998), Management Learning: Integrating Perspectives in Theory and Practice, Sage, London
3. Deschamps, J. and Nayak, P. (1995), Product Juggernauts: How Companies Mobilize to Generate a Stream of Market Winners, Harvard Business School Press, Boston, MA
4. EFQM (1998), The European Business Excellence Model, EFQM, Brussels
5. Garrett, B. (1987), The Learning Organisation, Fontana/ Collins, Aldershot
6. Grant, R., Shani, R. and Krishnan, R. (1994),)“TQM's challenge to management theory and practice”, Sloan Management Review, Vol. 36, Winter, pp. 25-35
7. Hackman, J. and Wageman, R. (1995), “Total quality management: empirical, conceptual and practical issues”, Administrative Science Quarterly, Vol. 40, pp. 309-42
8. Jamal, T. (1998), “TQM: drive for innovation - an Indian experience”, Proceedings of the 3rd International Conference on ISO and TQM, Hong Kong, pp. 15-21
9. Kanji, G. and Asher (1993), “Total quality management process: a systematic approach”, Journal of Total Quality Management, Vol. 4, Suppl
10. Kaplan, R. and Norton, D. (1992), “The Balanced Scorecard - measures that drive performance”, Harvard Business Review, January-February
11. Kaplan, R. and Norton, D. (1996), “Using the balanced scorecard as a strategic management system”, Harvard Business Review, January-February
12. Krasachol, L. and Tannock, J. (1998), “A study of TQM implementation in Thailand”, Proceedings of the 3rd International Conference on ISO and TQM, Hong Kong
13. Krishnan, R., Shani, R., Grant, R. and Baer, R. (1993), “In search of quality improvement: problems of design and implementation”, Academy of Management Executive, Vol. 7 No. 4, pp. 7-20
14. McAdam, R. and Leonard, D. (1998), “A learning approach to business improvement strategy”, Journal of Strategic Change, Vol. 7, pp. 261-76
15. McAdam, R., Leitch, C. and Harrison, R. (1998), “The links between total quality and organisational learning: a critical review”, Journal of European Industrial Training, Vol. 22 No. 2-3, pp. 47-56
16. McDonnell, J. (1992), “Three years of total quality management”, Journal of Quality and Participation, Vol. 15, pp. 6-12
17. Madu, C. and Chu-Hua, K. (1994), “Strategic total quality management - transormation process overview”, Journal of Total Quality Management, Vol. 5 No. 5, pp. 225-66
18. Olian, J. and Rynes, S. (1991), “Making total quality work: aligning organisations performance measures and stakeholders”, Human Resource Management, Vol. 30, pp. 303-33
19. Peppard, R. and Rowland, B. (1996), The Essence of Business Process Reengineering, Prentice-Hall, London
20. Ross, J. (1993), Total Quality Management: Text, Cases and Readings, St Lucie Press, Felray Beach, FL
21. Spencer, B. (1994), “Models of organisation and total quality management: a comparison and critical evaluation”, Academy of Management Review, Vol. 19 No. 3, pp. 446-71
22. Wilkinson, A. and Willmott, H. (1994), Making Quality Critical, Routledge, London