CONTINUOUS RELEVANCE & RESPONSIBILITY: INTEGRATION OF SUSTAINABILITY & EXCELLENCE VIA INNOVATION

Purpose: Sustainable Enterprise Excellence or SEE weds core elements of corporate governance, sustainability, and enterprise excellence with the goal of advancing organizational progress toward the asymptotic objective of being continuously relevant and responsible. There are many possible enablers of and approaches to SEE realization. Innovation is among such critical enablers so that the role of innovation in SEE and a process for embedding innovation in the enterprise are explored. Use of innovation to integrate sustainability and enterprise excellence is particularly emphasized.Methodology & Approach: Two types of innovation are especially relevant to sustainable enterprise excellence: innovation for sustainability and sustainable innovation. The first of these focuses on targets of innovation with sustainability at their core, particularly with respect to environmental or social dimensions of sustainability. The second of these, sustainable innovation, is concerned with creating a culture wherein innovation is native. Sustainable innovation and innovation for sustainability are melded to produce Socio-Ecological Innovation or SEI. Formal SEI elements are considered, an approach for SEI deployment is suggested, and SEI maturity with respect to these elements is assessed.Findings: Ten basic and ten advanced SEI enablers are identified and integrated and a method for embedding and assessing the maturity of these is provided, after which a simple assessment presentation approach is proposed.Implications for Further Research: Better understanding of SEI enablers is needed as is more clear understanding of what overall SEI maturity entails. The cited SEI enablers and maturity assessment method should be refined as greater understanding of SEI evolves

MEMBERSHIP SATISFACTION AND THE COST OF MEMBERSHIP – THE CASE OF DANISH UNEMPLOYMENT INSURANCE FUNDS

This article suggests a framework for measuring membership satisfaction based on a literature study. The framework is tested on data from more than 8800 members from 29 different Danish unemployment insurance funds. The framework fits the data well and is able to explain 83% of the variation in membership satisfaction. Furthermore the cost of administration per member and membership satisfaction is found to be able to explain differences in membership loyalty when the 29 unemployment insurance funds are compared. Finally administration costs per member are found to be dependent on the number of members per employee and affiliation

AN EXCELLENCE EQUATION: (E3 GOVERNANCE + 3E STRATEGY) -> 3P PERFORMANCE

Purpose: Governance, sustainability, and enterprise excellence are united in an effort to promote continuously relevant and responsible organizations through Sustainable Enterprise Excellence (SEE), defined as: • SEE results as a consequence of balancing both the competing and complementary interests of key stakeholder segments, including society and the natural environment, to increase the likelihood of superior and sustainable competitive positioning and hence long-term enterprise success that is synonymous with continuously relevant and responsible governance, strategy, actions and results. • This is accomplished through an integrated approach to organizational design and function emphasising innovation, operational, supply chain, customer-related, human capital, financial, marketplace, societal, and environmental performance. The intent of this approach is to ethically, efficiently and effectively (E3) integrate 3E (equity, ecology, economy) Triple Top Line strategy throughout enterprise governance, culture and activities to produce simultaneously pragmatic, innovative and sustainable Triple Bottom Line 3P (people, planet, profit) performance results. Methodology & Approach: Key elements and methods capable of assessing and advancing organizational progress toward SEE are identified, organized and developed.Findings: Innovation, human capital, and foresight are key enablers of SEE. A SEE model called the Springboard together with Maturity Scales, graphical NEWS Compasses, and Narrative SWOT Plots that aid performance assessment and advancement are developed.Implications for Further Research: Relationships of various SEE drivers to SEE performance are in need of further exploration wherein NEWS Compasses, Maturity Scales, and the Springboard may be further refined as SEE understanding advances

Virksomhedens potentiale ligger i kundetilfredshed og -loyalitet

Denne artikel analyserer forholdet mellem kundetilfredshed, kundeloyalitet og forretningspotentialet set i forhold til nuværende kunder. Dataene stammer fra Dansk Kundetilfredshedsindeks 2006. Her vurderede i alt cirka 2000 privatkunder deres foretrukne skadesforsikringsselskab. Med baggrund i teorien har vi opsat og testet seks antagelser

Article ID 932564

Abstract Quality in its contemporary incarnation is commonly referred to as organizational excellence, enterprise excellence, business excellence, or performance excellence. While technology may serve as a key enabler of enterprise excellence, enterprise excellence itself is in large enabled by the human dimension both in terms of ideation and effort. The human dimension manifests in many ways, with people-centered innovation representing a critical intersection of the market environment and the enterprise's human capital or the individual inventor. Innovation in all its faces and forms can be more effectively and strategically attained through collaboration that extends throughout the enterprise, to its supply chain, and ultimately to the marketplace itself, that is, cooperation between the enterprise and the culture(s) it serves via the process of co-creation. Understanding of, sensitivity to, and leverage of culture as broadly construed is an underdeveloped aspect enterprise excellence. As considered herein, innovation contributes to enterprise excellence through conscious and customer-centric collaboration between the enterprise and the culture. As such we explore intersections among cultural anthropology, innovation, and enterprise excellence by more thoughtfully elaborating the interface between the enterprise and the customer (user) culture, including society

Imperatives of sustainable university excellence: A conceptual framework

This study envisions the architecture of a modern era university with sustainable standards of excellence. Sustainable University Excellence is herein defined as the ability of a university to excel in the core areas of knowledge creation and dissemination via the mobilization of human, social, intellectual, and financial capital to serve on socioeconomic and environmental fronts ethically, efficiently, and effectively to secure a sustainable future. Seven core performance domains of a university are explored: Teaching quality, research culture, technological capability building, accessibility, community engagement, internationalization, and environment, which should be prioritize in order to continuously advance along a sustainable excellence continuum. This study provides a self-assessment methodology that universities can employ to compare their performance relative to the aforementioned domains, thus enabling the identification of performance gaps, the knowledge of which is crucial to the formulation of more targeted strategy. This approach allows decision makers to form a more coherent vision for sustainability within institutional and broader contexts. The approach proposed herein incorporates the three aspects of sustainability that form the so-called Triple Bottom Line (TBL)

Ledelsesmodeller i danske virksomheder

I de seneste årtier er der opstået flere og flere ledelsesmodeller (kvalitetsprismodeller, ISO 9000, Balanced Scorecard etc.) som virksomheder kan anvende til at opnå en konkurrencemæssig fordel gennem forbedring af forretningsgangene. Rationalet bag de fleste af modellerne er, at der er en årsagssammenhæng mellem stakeholdertilfredshed (medarbejdere, kunder, ejere etc.) og virksomhedens finansielle resultater, og at modellen kan hjælpe virksomheden med at kapitalisere sammenhængen. Artiklen fokuserer på en sammenligning mellem virksomheder, der anvender en given ledelsesmodel, og de virksomheder der ikke gør. I den empiriske del indledes med en beskrivelse af udviklingen i anvendelsen af ledelsesmodeller i den private sektor i Danmark baseret på data fra Dansk Excellence Index. Denne beskrivelse fokuserer på den overordnede udvikling i anvendelse samt eventuelle forskelle med hensyn til branche og virksomhedsstørrelse. Desuden omhandler artiklen konsekvenserne af en række øvrige virksomhedskarakteristika (eksportandel, børsnotering m.v.). Artiklen antyder til slut hvilken effekt, det har at anvende en ledelsesmodel ved at rapportere forskelle i selvrapporterede resultater mellem virksomheder, der henholdsvis anvender/ikke anvender en given ledelsesmodel