scholarly journals Sustainable Enterprise Excellence: Attribute-Based Assessment Protocol

2018 ◽  
Vol 10 (11) ◽  
pp. 4097 ◽  
Author(s):  
Tajammal Hussain ◽  
Rick Edgeman ◽  
Jacob Eskildsen ◽  
Alaa Shoukry ◽  
Showkat Gani

This paper is intended to design and provide a reliable and valid measurement instrument to aid organizations that wish to self-assess their performance and positioning relative to sustainable enterprise excellence. Recent research trends in performance excellence, quality management, and organizational sustainability have been directed towards integrated management systems (IMS). Sustainable Enterprise Excellence (SEE) is among these integrated management systems. SEE is undergoing ongoing development and its measurement scale is rudimentary, hence it lacks the more sophisticated sorts of measurement scales often used for organizational self-assessment purposes. A scientific approach is used herein to devise a more comprehensive SEE-oriented organizational assessment against six proposed performance results-oriented domains or constructs: governance and strategy, process implementation, sustainability performance, financial performance, innovation performance, and human capital performance. Each organizational performance construct is to be measured by ten attributes-based items. Maturity scale ratings that range from 0 to 10 reflect organizational performance relative to the associated item and the sum of item ratings across a construct reflects performance within the specific domain, the summation of the six construct scores then yields a measure of the overall organizational performance with respect to SEE. The assessment areas against which organization performance compares poorly suggest opportunities for improvement of associated business processes, the achievement of which will contribute to a sustainable future.

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jeniffer de Nadae ◽  
Marly M. Carvalho ◽  
Darli Rodrigues Vieira

PurposeThe purpose of this paper is to analyze the impact of integrated management systems (IMSs) on sustainability (based on the triple bottom line (TBL) concept). To accomplish this objective, this paper seeks to answer the following research questions: How can IMS impact organizational sustainability performance? And, how the key challenges of IMS can influence companies in practice?Design/methodology/approachA case-based approach is used based on the following four cases from different sectors: an electric power distributor; an environmental consulting firm; a public transport firm; and a firm with a broad portfolio of equipment, products and provisions for industrial services in different markets.FindingsThe results show that the integration of management systems was driven by the companies' strategies toward sustainability. The stakeholders' perception is that a firm's image as a sustainable company also enhances environmental and social performance. The economic performance was not emphasized. Companies noted that the main challenge was motivating and engaging human resources.Originality/valueThis paper shows that sustainability was not a motivation for implementing an IMS. But, implementing an IMS was a driver of sustainability performance. Also, the relationship between IMS and organizational performance can be presented based on TBL perspectives, and implementing an IMS can be challenging in practice.


2020 ◽  
pp. 355-439
Author(s):  
James C. Balogh ◽  
Anne R. Leslie ◽  
William J. Walker ◽  
Michael P. Kenna

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