Achieving performance excellence through an integrated strategy of radical innovation and continuous improvement

Measuring Business Excellence

Volumn 6, Issue 2, 2002, Pages 5-14

  Terziovski, Milé ^a  

^a UNIVERSITY OF MELBOURNE   (Australia)

Author keywords

Improvement; Innovation; Performance measurement; Strategy

Indexed keywords

EID: 84986135955     PISSN: 13683047     EISSN: None     Source Type: Journal    
DOI: 10.1108/13683040210431419     Document Type: Article

References (18)

1. Australian Manufacturing Council (1995), Leading the Way: A Study of Best Manufacturing Practices in Australia and New Zealand, Melbourne, pp. 59-63.
2. Birchall, D. and Sword, S. (1996), “Innovation for success”, in Birchall, D. and Chanaron, J. (Eds), The Golden Triangle Business Managing Survey, Henley Management College, Henley.
3. Carnegie, R. and Butlin, M. (1993), “Managing the innovating enterprise, Australian companies competing with the worlds best”, Business Council of Australia, Innovation Study Commission.
4. Damanpour, F. (1992), “Organizational innovation: meta-analysis of effects of determinants and moderators”, Academy of Management Journal, Vol. 34, pp. 555-90.
5. Ergas, H. and Wright, M. (1994), “Internationalisation, firm conduct and productivity”, Conference on the Intenational Integration of the Australian Economy, Kennedy School of Government/Trade Practices Commission and Reserve Bank of Australia, July.
6. Gibb, A. and Davies, L. (1990), “In pursuit of frameworks for the development of growth models of the small business”, International Small Business Journal, Vol. 9 No. 1, pp. 15-31.
7. Hammer, M. and Champy, J. (1993), Reengineering the Corporation, A Manifesto for Business Revolution, HarperCollins, New York, NY.
8. Harrington, H.J. (1995), “Continuous versus breakthrough improvement: finding the right answer”, Business Process Reengineering & Management Journal, Vol. 1 No. 3, pp. 31-49.
9. Jha, S., Noori, H. and Michela, J.L. (1996), “The dynamics of continuous improvement: aligning organisational attributes and activities for quality and productivity”, International Journal of Quality Science, Vol.1 No. 1, pp. 19-47.
10. Imai, M. (1986), Kaizen: The Key to Japan’s Competitive Success, Random House, New York, NY.
11. Kaplan, S. and Sawhney, M. (2000), “E-hubs: the new B2B marketplaces’’, Harvard Business Review, Vol. 78 No. 3, pp. 97-103.
12. Kim, W.C. and Mauborgne, R. (1999), “Strategy, value innovation, and the knowledge economy”, Sloan Management Review, Spring, pp. 41-54.
13. Porter, M.E. and Stern, S. (1999), The New Challenge to America’s Prosperity: Findings from the Innovation Index, Council on Competitiveness, Washington, DC.
14. Rothwell, R. (1994), “Towards fifth generation process innovation”, International Marketing Review, Vol. 11 No. 1, pp. 7-31.
15. Rizzoni, A. (1991), “Technological innovation and small firms: a taxonomy”, International Small Business Journal, Vol. 9 No. 3, pp. 31-42.
16. Samson, D. and Terziovski, M. (1999), “The relationship between total quality management practices and operational performance”, Journal of Operations Management, Vol. 17, pp. 393-409.
17. Soderquist, K. (1996), “Managing innovation in SMES: a comparison of companies in the UK, France and Portugal”, International Journal of Technology Management, Vol. 12 No. 3, pp. 291-305.
18. Terziovski, M., Samson, D. and Dow, D. (1997), “The business value of quality management systems certification: evidence from Australia and New Zealand”, Journal of Operations Management, Vol. 15, pp. 1-18.