Utilisation of business excellence models: Australian and international experience

Purpose The purpose of this paper is to examine the international use of business excellence (BE) models and the practices used by BE framework (BEF) custodians to encourage use. Design/methodology/approach A literature review, three surveys, a series of focus groups and key informant interviews were conducted. The study involved input from 16 countries and was part of a larger study of how BEFs are designed, reviewed, promoted and deployed within and across nations. Findings Only two of 16 BEF custodians had a formal measurement system in place to objectively measure the use of BEF by organisations over time. The use of the Australian BEF was lower than previously estimated at 1.3 percent and global use between 4 and 15 percent of organisations. The three most effective practices for assisting organisations in applying BE were tours of best or good practice organisations, publications on BE, and on‐line service/database of BE information. Research limitations/implications While the primary focus was on the Australian context, the findings draw upon a range of international sources and hence are of relevance to all BEF custodians. Practical implications The findings from the project were used to redesign the ABEF, and are expected to help inform national BE strategies worldwide. Originality/value The paper updates the current situation regarding the utilisation of BE in 16 countries, with a focus on Australia.