Business Excellence, Leadership and Lean: A Systematic Literature Review
The objective of this study is to examine the prevailing literature on Business Excellence (BE), leadership and Lean. Leadership is enabling criteria of Business Excellence Models (BEMs) and Lean is one of the keys improvement initiative which can be adopted and the path forward in achieving BE. The analysis involved studying 506 research articles published between 2009 and Aug 2020 in well-known academic databases. This systematic literature review intends to organize, synthesize and structure the shared fount of knowledge concerning to BE, leadership and Lean. The classification and analysis of these articles are according to the following axes: years of publication, types of journals and research context. Each trend of the three axes is granted in the analysis. The main research fields are suggested to guide future research agenda of BEMs. This study focused on recent 11 years articles and ignored those studies from journals that are focusing on an area other than quality and management, dissertations and books. The results of the study would also benefit academicians, researchers, and professionals to focus on the pertinence, growth and research developments in the Lean management field and BE system. This study is possibly one such comprehensive systematic literature reviews focusing on a vital agenda of leadership and Lean management in BE. All the texts, tables and figures presented in this paper were original work carried out by authors.
Adebanjo, D. (2001). TQM and business excellence: is there really a conflict? Measuring Business Excellence, 5(3), 37-40.
Adebanjo, D. & Mann, R. (2008). Business Excellence. BPIR Management Brief. Palmerston North, New Zealand: BPIR.
Albliwi, S., Antony, J., Lim, S. A. H., & van der Wiele, T. (2014). Critical failure factors of Lean Six Sigma: a systematic literature review. International Journal of Quality & Reliability Management, 31(9), 1012-1030.
Anderson, M. H., & Sun, P. Y. T. (2015). Reviewing leadership styles: Overlaps and the need for a new ‘full-range’ theory. International Journal of Management Reviews, 19(1), 76-96. doi: 10.1111/ijmr.12082
Black, K. & Revere, L. (2006). Six Sigma arises from the ashes of TQM with a twist. International Journal of Health Care Quality Assurance, 19, 259-266.
Burns, J. M. (1978). Leadership. New York: Harper and Row.
BPIR (2019). Business Performance Improvement Resource. Retrieved from https://www.bpir.com/business-excellence-bpir.com.html
Dahlgaard, J. J., & Dahlgaard-Park, S. M. (2005, September 13-16). In search of excellence – past, present and future. Paper presented at the International Conference on Quality (ICQ’05), Tokyo, Japan.
Dahlgaard-Park, S. M. (2011): The quality movement: Where are you going? Total Quality Management & Business Excellence, 22(5), 493-516.
Dale, B. (2003). Managing Quality. Oxford: Blackwell Publishers.
Dinh, J. E., Lord, R. G., Gardner, W. L., Meuser, J. D., Liden, R. C., & Hu, J. (2014). Leadership theory and research in the new millennium: Current theoretical trends and changing perspectives. The Leadership Quarterly, 25(1), 36-62.
Enquist, B., Johnson, M. & Ronnback, A. (2015). The paradigm shift to Business Excellence 2.0., International Journal of Quality and Service Sciences, 7(2/30), 321-333.
European Foundation for Quality Management (EFQM). (2013). The Excellence Model. EFQM, Brussels.
Evans, J. R. & Lindsay, W. M. (2005). An Introduction to Six Sigma & Process Improvement. Cincinnati, OH: Thomson South-western Publishing Company.
Fayyaz, H., Naheed, R., & Hasan, A. (2014). Effect of Task Oriented and Relational Leadership Style on Employee Performance; Moderating Impact of Communicator Competence. Journal of Marketing and Consumer Research, 3(2014), 1-9.
Ferdowsian, M. C. (2016). Total business excellence – a new management model for operationalizing excellence. International Journal of Quality & Reliability Management, 33(7), 942-984.
Ghobakhloo, M. & Azar, A. (2018). Business excellence via advanced manufacturing technology and lean-agile manufacturing. Journal of Manufacturing Technology Management, 29(1), 2-24.
Goodwin, V. L., Wofford, J. C., & Whittington, J. L. (2001). A theoretical and empirical extension of the transformational leadership construct. Journal of Organizational Behavior, 22(7), 759–774. doi: 10.1002/job.111
Hermel, P., & Pujol, F. R. (2003). An evolution of excellence some main trends. The TQM Magazine,15(4), 230-243.
Hunter, S. T., Bedell-Aver, K. E., & Mumford, M. D. (2007). The Typical Leadership Study: Assumptions, implications, and potential remedies. The Leadership Quarterly, 18, 435-446.
Jadhav, J. R., Mantha, S. S. & Rane, S. B. (2014). Exploring barriers in lean Implementation. International Journal of Lean Six Sigma, 5(2), 122-148.
Kanji, G. K. (2002). Measuring Business Excellence. London/New York: Routledge.
Kerr, S., Schriesheim, C. A., Murphy, C. J., & Stogdill, R. M. (1974). Toward a contingency theory of leadership based upon the consideration and initiating structure literature. Organizational Behaviour and Human Performance, 12, 62–82.
Laureani, A., & Antony, J. (2017). Leadership characteristics for Lean Six Sigma. Total Quality Management & Business Excellence, 28(3-4), 405-426.
Laureani, A. & Antony, J. (2019) Leadership and Lean Six Sigma: a systematic literature review. Total Quality Management & Business Excellence, 30(1-2), 53-81.
Loh, K. L., Yusof, S. M. & Lau, D. H. C. (2018). Blue ocean leadership in lean Sustainability. International Journal of Lean Six Sigma. doi: 10.1108/IJLSS-06-2016-0029
Magnani, F., Carbone, V. and Moatti, V. (2019). The human dimension of lean: a literature review. Supply Chain Forum: Supply Chain Forum: An International Journal. doi: 10.1080/16258312.2019.1570653
Mann, R. (2008). Revisiting a TQM research project: the quality improvement activities of TQM. Total Quality Management & Business Excellence, 9(7-8), 751-761.
Mohammad, M., Mann, R., Grigg, N., & Wagner, J. P. (2011). Business Excellence Model: An overarching framework for managing and aligning multiple organisational improvement initiatives. Total Quality Management & Business Excellence, 22(11), 1213-1236.
National Quality Institute (2007). Canada Awards for Excellence. Retrieved from https://excellence.ca/en/knowledge-centre/articles/why-nqi-for-organizations-inbritish
Peters, T. J. & Waterman, R. H. (1982). In Search of Excellence: Lessons from America’s Best Run Companies (1st Ed). New York: Harper & Row.
Pfeffer, J., & Salancik, G. R. (1975). Determinants of supervisory behavior: A role set analysis. Human Relations, 38, 138-153.
Rao, M. (2016), Debunking myths about soft leadership and exploring it to achieve organizational excellence and effectiveness. Industrial and Commercial Training, 48(7), 362-366.
Sahoo, S. & Yadav, S. (2018). Lean implementation in small- and medium-sized enterprises: An empirical study of Indian manufacturing firms. Benchmarking: An International Journal, 25(4), 1121-1147. doi: 10.1108/BIJ-02-2017-0033
Slack, N., Brandon-Jones, A. & Johnston, R. (2013). Operations Management. Essex, UK: Prentice Hall.
Snee, R. D. (2010) Lean Six Sigma-Getting Better All the Time. International Journal of Lean Six Sigma, 1, 9-29. doi: 10.1108/20401461011033130
Spear, S. & Bowen, H. K. (1999). Decoding the DNA of Toyota production system. Harvard Business Review, 77(5), 97-106.
Syltevik, S., Karamperidis, S., Antony, J., & Taheri, B. (2018). Lean for airport services: a systematic literature review and agenda for future research. International Journal of Quality & Reliability Management, 35(1), 34-49.
Talwar, B. (2011). “Business excellence models and the path ahead ….” The TQM Journal, 23(1), 21-35.
Tickle, M., Mann, R., & Adebanjo, D. (2014). Deploying business excellence – success factors for high performance. International Journal of Quality & Reliability Management, 33(2), 197-230.
Van Assen, M. F. (2018a) Exploring the impact of higher management’s leadership styles on Lean management. Total Quality Management & Business Excellence, 29,11-12, 1312-1341. doi: 10.1080/14783363.2016.1254543
Van Assen, M. F. (2018b). Lean, process improvement and customer focused performance. The moderating effect of perceived organisational context. Total Quality Management & Business Excellence, 32(1-2), 57-75. doi: 10.1080/14783363.2018.1530591
Wickramasinghe, G. L. D., & Wickramasinghe, V. (2017). Implementation of lean production practices and manufacturing performance: The role of lean duration. Journal of Manufacturing Technology Management, 28(4), 531-550. doi: 10.1108/JMTM-08-2016-0112
Yukl, G. A. (2006). Perspectives on Effective Leadership Behaviour. In Leadership in organizations (pp. 54-85). Upper Saddle River, NJ: Pearson Education.
Zdrilic, I. & Dulcic, Z. (2016). Business Excellence as a Success Factor for the Performance of Large Croation Enterprises, Management, 21(1), 145-162.
Copyright Transfer Statement for Journal
1) In signing this statement, the author(s) grant UNIMAS Publisher an exclusive license to publish their original research papers. The author(s) also grant UNIMAS Publisher permission to reproduce, recreate, translate, extract or summarize, and to distribute and display in any forms, formats, and media. The author(s) can reuse their papers in their future printed work without first requiring permission from UNIMAS Publisher, provided that the author(s) acknowledge and reference publication in the Journal.
2) For open access articles, the author(s) agree that their articles published under UNIMAS Publisher are distributed under the terms of the CC-BY-NC-SA (Creative Commons Attribution-Non Commercial-Share Alike 4.0 International License) which permits unrestricted use, distribution, and reproduction in any medium, for non-commercial purposes, provided the original work of the author(s) is properly cited.
3) For subscription articles, the author(s) agree that UNIMAS Publisher holds copyright, or an exclusive license to publish. Readers or users may view, download, print, and copy the content, for academic purposes, subject to the following conditions of use: (a) any reuse of materials is subject to permission from UNIMAS Publisher; (b) archived materials may only be used for academic research; (c) archived materials may not be used for commercial purposes, which include but not limited to monetary compensation by means of sale, resale, license, transfer of copyright, loan, etc.; and (d) archived materials may not be re-published in any part, either in print or online.
4) The author(s) is/are responsible to ensure his or her or their submitted work is original and does not infringe any existing copyright, trademark, patent, statutory right, or propriety right of others. Corresponding author(s) has (have) obtained permission from all co-authors prior to submission to the journal. Upon submission of the manuscript, the author(s) agree that no similar work has been or will be submitted or published elsewhere in any language. If submitted manuscript includes materials from others, the authors have obtained the permission from the copyright owners.
5) In signing this statement, the author(s) declare(s) that the researches in which they have conducted are in compliance with the current laws of the respective country and UNIMAS Journal Publication Ethics Policy. Any experimentation or research involving human or the use of animal samples must obtain approval from Human or Animal Ethics Committee in their respective institutions. The author(s) agree and understand that UNIMAS Publisher is not responsible for any compensational claims or failure caused by the author(s) in fulfilling the above-mentioned requirements. The author(s) must accept the responsibility for releasing their materials upon request by Chief Editor or UNIMAS Publisher.
6) The author(s) should have participated sufficiently in the work and ensured the appropriateness of the content of the article. The author(s) should also agree that he or she has no commercial attachments (e.g. patent or license arrangement, equity interest, consultancies, etc.) that might pose any conflict of interest with the submitted manuscript. The author(s) also agree to make any relevant materials and data available upon request by the editor or UNIMAS Publisher.