Discusses the concept of business process management as an approach which relies on cross‐functional contributions to organizational performance. Presents arguments on the importance of “hard” and “soft” elements which are all required for determining effective competitiveness. A...

In the third of three articles introduces a model of total quality‐based performance measurement. The model includes five sections: strategy development and goal deployment; process management and measurement; performance appraisal and management; break‐point performance assessment and...

Sustainable competitiveness can only come through building robustness into processes and their effective management and control. Through a culture of continuous improvement and using the Deming Cycle of plan‐do‐check‐act, complacency can be prevented and value optimized for the end...

The case study analysis presented in the first article allowed the generation of a preliminary model of total quality‐based performance measurement systems. This second of three articles uses the data obtained from 15 case studies to develop and refine the model by the use of cross‐case...

Based on a research project looking at user‐supplier interactions in the context of AMT, attempts to discuss an alternative to the measurement of success, based on a close scrutiny of user‐supplier interaction processes. Closely examines a variety of factors which are both internal and...

Total quality management continues to spread in industry and commerce on a global basis. Despite the various levels of scepticism and doubt expressed on its potential to lead to competive benefits, TQM continues to reshape organizations at all levels. When one looks at providers of education and...

Describes the results of a survey which shows that there is a gap between managers’ understanding of the importance of using performance measures, and the actual performance measures used. Argues that an inappropriate performance measurement could be a major cause of failure in the...