학술논문
Bessant's continuous improvement model: revisiting and revising
Document Type
Academic Journal
Author
Source
International Journal of Public Sector Management, 2013, Vol. 26, Issue 6, pp. 481-494.
Subject
Language
English
ISSN
0951-3558
Abstract
The purpose of this paper is to propose that a redevelopment of Bessant's continuous improvement (CI) model makes a useful contribution to the research and understanding of the development of performance improvement in the public sector.
The paper presents a conceptual discussion that develops the case for a three stage CI model from an analysis of the literature and feedback from key management stakeholders across a range of public sector organisations.
Although Bessant's five stage model presents a useful way of understanding how CI culture evolves, it is less useful as a framework for measuring the level of CI maturity as it does not provide indicators against each of the five stages of development. It is argued that a three stage model which contains a set of indicators for each level may be useful in the current public sector context where self‐assessment is seen as central to driving organisational improvement.
The applicability of the revised conceptual framework of CI maturity has still to be tested to gauge its usefulness either as a self‐assessment tool or a research tool to measure the level of CI.
The paper presents a revised CI model that arguably provides managers and researchers with a more pragmatic framework that more clearly indicates how managers can progress CI to develop mature learning organisations.
The revised model of CI provides a conceptual framework for future research and analysis relating to the development of CI maturity levels.
The paper presents a conceptual discussion that develops the case for a three stage CI model from an analysis of the literature and feedback from key management stakeholders across a range of public sector organisations.
Although Bessant's five stage model presents a useful way of understanding how CI culture evolves, it is less useful as a framework for measuring the level of CI maturity as it does not provide indicators against each of the five stages of development. It is argued that a three stage model which contains a set of indicators for each level may be useful in the current public sector context where self‐assessment is seen as central to driving organisational improvement.
The applicability of the revised conceptual framework of CI maturity has still to be tested to gauge its usefulness either as a self‐assessment tool or a research tool to measure the level of CI.
The paper presents a revised CI model that arguably provides managers and researchers with a more pragmatic framework that more clearly indicates how managers can progress CI to develop mature learning organisations.
The revised model of CI provides a conceptual framework for future research and analysis relating to the development of CI maturity levels.