Kit Fai Pun, Karis Ka Yan Ho and Hongyi Sun
Recent interests in total quality management (TQM) and business excellence (BE) had been fuelled with a range of national and regional awards. These awards are being increasingly…
Abstract
Recent interests in total quality management (TQM) and business excellence (BE) had been fuelled with a range of national and regional awards. These awards are being increasingly used by organisations as part of the business improvement process and strategic benchmarking. This paper reviews the concepts and approaches of performance measurement (PM) and discusses the integration of PM with the TQM and BE philosophies. A TQM‐Be‐PM framework with a set of self‐assessment checklists was developed. In order to complement the literature base with empirical evidence, an industry survey was conducted and a trial implementation of the framework was carried out in a leading manufacturing firm in Hong Kong. The self‐assessment performance data of the firm was evaluated and then benchmarked with the industry averages obtained from the survey. This paper presents the empirical findings and discusses the applicability of the framework in measuring and benchmarking organisational performance toward continual improvement.
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Kit‐Fai Pun and Ka‐Yan Ho
Efficiency and quality are recognized as key components of business strategies. The concepts of efficiency, while armed with the capabilities of quality, help organizations attain…
Abstract
Efficiency and quality are recognized as key components of business strategies. The concepts of efficiency, while armed with the capabilities of quality, help organizations attain service effectiveness and excellence. Today’s organizations need to manage continuous improvements and breakthroughs in quality that meet customer requirements and expectations. This paper presents the findings of a recent empirical study conducted in The Salisbury YMCA of Hong Kong. The study investigated various attributes of service quality and identified ten elements that might promote quality culture change and encourage organizational‐wide commitment and involvement. The findings contribute to the development of a service excellence approach that helps identify customer requirements and secure performance improvement in restaurant operations.
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How do you promote a restaurant if you are restricted in your ability to advertise? This question has been exercising the Salisbury YMCA of Hong Kong which suffered a 15 percent…
Abstract
How do you promote a restaurant if you are restricted in your ability to advertise? This question has been exercising the Salisbury YMCA of Hong Kong which suffered a 15 percent decline in customers of its Food and Beverage Division between 1994/1995 and 1998/1989. Being a non‐profit making, Christian organization with a strong social slant, pricing and promotional strategies are restricted, which limits the scope for compensatory action.
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Ka Yan Mok, Geoffrey Qiping Shen and Rebecca Yang
In response to the world’s rising awareness on sustainability, industry players and policymakers are devoting great efforts to bolster green building developments. Every green…
Abstract
Purpose
In response to the world’s rising awareness on sustainability, industry players and policymakers are devoting great efforts to bolster green building developments. Every green building project (GBP) involves numerous stakeholders and potentially incompatible concerns. Despite the associated environmental, economic and social benefits, GBP developments have often confronted managerial barriers which are actually emerged from stakeholders – the actual key determinants of a project. Holistically analyzing the complexity of stakeholders in GBPs is, therefore, crucial to improving GBP management and achieving greater sustainability for all involved. The purpose of this paper is to analyze stakeholder complexity in large GBPs using a holistic framework which integrates both empirical and rationalistic analytical perspectives.
Design/methodology/approach
The complexity of stakeholders in GBPs can be considered from three aspects – identifying stakeholders, assessing stakeholder interactions and analyzing stakeholder concerns. The proposed stakeholder analysis framework uses both empirical methods (e.g. interviews and surveys) and rationalistic methods (e.g. chain referral sampling and social network analysis) to analyze GBP stakeholder complexity. Case study of a lab-enabled commercial GBP in Hong Kong was undertaken to illustrate the framework.
Findings
The framework enables a holistic, objective and effective stakeholder analysis; leading GBP leaders toward a complete understanding of project stakeholder complexity. The case study findings bring managerial insights to GBP leaders on the general SNA-related stakeholder dynamics and the important stakeholder concerns, of large Hong Kong GBPs. The findings diagnose general connectivity structures of GBP stakeholders, identify influential and peripheral actors in GBP information exchange, and suggest clues to improve their dynamics. In addition, ten key stakeholder concerns were identified, including comprehensive governmental standards and procedures, clear sustainability goals at the outset, effective stakeholder engagement, adequate design flexibility, and a “can-do” attitude of contractors and consultants – which are all vital for successful GBP development. The underlying reasons of these concerns and recommendations to addressing them were also discussed.
Originality/value
Many existing GBP stakeholder studies appear to use a single analytical perspective to assess project stakeholder complexity, but this may not gain a full understanding. The holistic stakeholder analysis framework used herein combines empiricism and rationalism. It helps to bring GBP leaders and implementers toward a more informed project decision making, a more thorough understanding of stakeholder complexity, as well as a more effective engagement of stakeholders.