The aim of this paper is to determine current management thinking on how the business excellence model (BEM) is used within organisations. In many cases when organisational change models are applied in organisations the emphasis is on advocacy and implementation. There is a need to allow managers to play a role in critiquing these models which should lead to improved models and more informed application. This paper describes how a grounded theory research methodology is used to enable managers, who are applying the organisational change model known as the BEM, to develop their thinking in regard to the model. The main findings from the paper are, first, the clarification of the different aspects of the operational role of the BEM. Second, the managers found difficulty in attempting to use the model in a strategic manner despite the claims in the literature.
|Number of pages||9|
|Publication status||Published (in print/issue) - 1 Feb 2002|
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- Decision making