Achieving a competitive focus through self-assessment

Kaye, Mike; Dyason, Marilyn D.

doi:10.1080/0954412997893

Cited by 12 publications

(8 citation statements)

References 5 publications

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“…Empirical research in the field of self‐assessment can be divided in two groups: studies that employ a qualitative research strategy and those based on a quantitative methodology. With respect to the first group, much of the literature reviewed (Aly, 1997; Balbastre, 1998; Davis, 1992; Farrar, 2000; Kaye and Dyason, 1999; Knutton, 1994; Myers and Heller, 1995; Paton et al , 2000; Scarisbrick, 1996; Simpson et al , 1998; Wilkes and Dale, 1998; Willey, 1996; Wisner and Eakins, 1994), uses case study as a research method, in view of the dynamic process nature of self‐assessment. On the other hand, the quantitative papers reviewed (Finn and Porter, 1994; Hendricks and Singhal, 1996; Kanji and Tambi, 1999; Prybutok and Stafford, 1997; Sun, 1999; Taylor, 1995; Van der Wiele and Brown, 1998; Van der Wiele et al , 1995, 1996a, b) are mostly focused on the study of static aspects of self‐assessment activity and do not study the process in itself.…”

Section: Methodsmentioning

confidence: 99%

A model of quality management self‐assessment: an exploratory research

Benavent

Ros

Moreno‐Luzón

2005

International Journal of Quality &Amp; Reliability Management

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PurposeContinuous improvement is a primary principle in total quality management. It is applied to all aspects of the organisation including products, processes, and even the management of the firm. In this context, quality management self‐assessment is a useful tool for fostering the continuous improvement of the whole company, comparing its activities and results with an excellence model. However, little is known about the variables and relationships underlying self‐assessment application. This paper tries to shed light on this topic.Design/methodology/approachThe methodology is an exploratory case study. Three Spanish organisations with a broad experience in self‐assessment application are analysed.FindingsA model of self‐assessment application – containing variables and relationships among variables is proposed. Thus, the establishment of a holistic or systemic self‐assessment model where all the variables linked to self‐assessment employment are analytically and explicitly interrelated becomes the fundamental contribution of the research presented here.Research limitations/implicationsThis framework may constitute a starting point for subsequent academic research in this area.Practical implicationsThe framework may also constitute a practical guide for managers interested in the use of self‐assessment technique.Originality/valueProvides information on self‐assessment in a continuous improvement context.

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Section: Methodsmentioning

confidence: 99%

A model of quality management self‐assessment: an exploratory research

Benavent

Ros

Moreno‐Luzón

2005

International Journal of Quality &Amp; Reliability Management

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“…More currently Kaye and Dyason (1999) and Savolainen (2000) support these views. However, opinion on the models amongst the gurus and current literature is divided.…”

Section: Introductionmentioning

confidence: 73%

The role of the business excellence model in operational and strategic decision making

Leonard

McAdam

2002

Management Decision

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Article information:To cite this document: Denis Leonard Rodney McAdam, (2002),"The role of the business excellence model in operational and strategic decision making", Management Decision, Vol. 40 Iss 1 pp. 17 -25 Permanent link to this document: http://dx.If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.

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“…Further evidence by Kaye and Dyason [4] highlighted that 80% of all quality initiatives fail, indicating a gap between quality management programme design and organisational strategy. Anderson and Adams [5] concluded that one of the most important issues in the implementation of total quality management programmes was the balance between short term and long term goals.…”

Section: Quality In Public Managementmentioning

confidence: 97%