Including sustainability in business excellence models

Asif, Muhammad; Searcy, Cory; Garvare, Rickard; Ahmad, Niaz

doi:10.1080/14783363.2011.585784

Cited by 120 publications

(81 citation statements)

References 21 publications

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“…However, if these IMSs are not truly integrated with corporate governance and core business processes, as well as implemented into every level of the organization, the effect of the IMS on company sustainability could be limited (von Ahsen and Funck, 2001). The need for further research on the integration of corporate sustainability approaches with core business processes has been emphasized (Asif et al, 2011). In addition, scholars have often suggested the importance of such approaches being implemented into every level of an organization if they are to have a meaningful impact (Castka et al, 2004;Shahin and Zairi, 2007;Zadek, 2007).…”

Section: Discussionmentioning

confidence: 99%

“…They argued that whereas top managers have to address all parts of business, there is a need to separate quality issues from other issues and to differentiate QM from business excellence. In this respect, both Garvare and Isaksson (2001) and Asif et al (2011) found that while sustainability considerations are addressed to some extent in business excellence models, economic prosperity remains the dominant perspective.…”

Section: Theme IV E Supporting Stakeholder Management and Customer Focusmentioning

confidence: 99%

See 1 more Smart Citation

The support of Quality Management to sustainable development: a literature review

Siva

Gremyr

Bergquist

et al. 2016

Journal of Cleaner Production

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187

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a b s t r a c tQuality Management is considered to be suitable as support for the integration of sustainability considerations in areas such as product development. The purpose of this paper is to review research in which Quality Management methods, tools or practices have been used in conjunction with sustainable development initiatives. We have identified four themes that synthesize the research on Quality Management and its support to approaches for sustainable development: (I) supporting sustainability through integration of management systems, (II) Quality Management as support to the implementation of Environmental Management Systems and to the management of sustainability, (III) supporting integration of sustainability considerations in daily work, and (IV) supporting stakeholder management and customer focus. By far the most research has been conducted within the first two themes. This paper also contributes with proposals for future research, such as the need to move beyond existing standards and management systems to enable more radical improvements, and the need for empirical evidence of the effect of integrated management systems on environmental performance. We also highlight the point that Quality Management practices and tools must be developed and adapted in order to support sustainability considerations.

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Section: Discussionmentioning

confidence: 99%

Section: Theme IV E Supporting Stakeholder Management and Customer Focusmentioning

confidence: 99%

The support of Quality Management to sustainable development: a literature review

Siva

Gremyr

Bergquist

et al. 2016

Journal of Cleaner Production

Self Cite

200

187

View full text Add to dashboard Cite

show abstract

“…Nonetheless, SAR is widely construed to be concerned with the process through which organisations report to stakeholders on the social, environmental and economic impacts of their business activities (Asif et al 2011;Herzig and Schaltegger 2011;Sisaye 2011aSisaye , 2011b. This process involves integrating the concerns for social and environmental issues into core business operations, formulating long-term plans, controlling and measuring performance on such issues by organisations and communicating them to organisational stakeholders (Zvezdov et al 2010).…”

Section: Literature Reviewmentioning

confidence: 99%

“…Generally, SAR involves corporate reporting on environmental, social responsibility and economic performance of firms, conceptualised as the 'triple bottom line (TBL) reporting' (Asif et al 2011;Herzig and Schaltegger 2011). SAR augments the current external corporate financial reports in benefitting wider external parties of economies and societies, which hitherto have mostly been beneficial to shareholders of companies (Özsözgün Çalişkan 2014).…”

Section: Introductionmentioning

confidence: 99%

Determinants of intention to engage in Sustainability Accounting & Reporting (SAR): the perspective of professional accountants

Kwakye

Welbeck

Owusu

et al. 2018

Int J Corporate Soc Responsibility

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This study examines the perception of professional accountants and the intention to engage in Sustainability Accounting & Reporting (SAR). By relying on the Theory of Planned Behaviour (TPB), the study investigates whether attitudes, subjective norms and perceived behavioural control have any impact on a firm's intention to engage in SAR. A survey method of research was adopted, and a set of questionnaires was developed (based on existing studies) and administered to professional accountants-the respondent group. A total of 86 professional accountants in Ghana voluntarily participated in the study. The partial least square-SEM (PLS-SEM) technique was used to analyse the data obtained. The results from the structural analysis demonstrate that only subjective norm and perceived behavioural control significantly influence a firm's intention to engage in SAR. By implication, the attitude of an accountant towards SAR does not affect the intention to engage in the practice and that the willingness to engage in SAR is primarily determined by resources availability and pressure from major stakeholders.

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“…To date, in order to compete more effectively in the increasingly challenging market, organisations are searching for excellence and staying in excellence as one of their dominant strategies (Asif et al 2011;Brown 2013). However, not many know for sure which is the best way to achieve this goal.…”

Section: Introductionmentioning

confidence: 99%

Re-balancing the excellence frameworks withindividualistic logic

Fan

Lü

2013

Total Quality Management & Business Excellence

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The analysis and assessment of business excellence is often associated with the discussion on the design and justification of the excellence measures and their dimensions. This paper revisits the critical issues in assessing business excellence, and aims to explore the conceptual development on re-balancing the performance dimensions in view of a framework. Based on the synthesising of published literatures and case studies it reveals that the all the published excellence frameworks are based on the commonality logic; and it suggests to re-balancing them with the individualistic logic. This concept has then been operationalized by constructing a new excellence framework named world class diamond model. Based on the surveyed data and by using structural equation modelling the re-balanced diamond model is tested and analysed in order to secure its theoretical validity. With the re-balanced framework, it stresses the critical importance of the individualistic logic in achieving business excellence. It also argues that the managerial implication of the individualistic logic lies in 2 the firm-specific and situation-sensitive practices of business excellence. The original contribution of the research is a conceptually re-balanced perspective towards the business excellence, suggesting a shift from the commonality logic towards the individualistic logic.

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Including sustainability in business excellence models

Cited by 120 publications

References 21 publications

The support of Quality Management to sustainable development: a literature review

The support of Quality Management to sustainable development: a literature review

Determinants of intention to engage in Sustainability Accounting & Reporting (SAR): the perspective of professional accountants

Re-balancing the excellence frameworks withindividualistic logic

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