Exploring differences between private and public organizations in business excellence models
本文使用偏最小二乘结构方程模型，比较瑞典卓越经营模式中私营与公共组织的路径差异，发现公共组织在领导力对流程管理的影响更强，但流程管理未能有效转化为结果，且战略规划对结果有负面影响。
Purpose The purpose of this paper is to explore the differences between public and private organizations in the paths of business excellence models and to identify the key drivers for creating business results and customer satisfaction. Design/methodology/approach The partial least squares structural equation modeling technique is used to compare the path coefficients and to identify the key driver constructs for creating business results. Findings The variation in endogenous constructs is found to be more difficult to explain or predict for private organizations than for public organizations, despite the fact that the performance of private organizations is almost always higher than or equal to the performance of public ones in all criteria. The effect of “leadership” on “management of processes” is significantly higher in public organizations than in private ones. However, “management of processes” in public organizations does not seem to translate into “results.” The effect of “strategic planning” on creating business “results” is negative for public organizations and remains inconclusive, due to insufficient evidence, for private organizations. Research limitations/implications The results may not be generally applicable to other countries. However, they do support the move toward more tailor-made models for specific sectors. Practical implications It is necessary to review the national business excellence model in order to fit specific sectors. Originality/value This is the first study to investigate the differences between private and public organizations in the Swedish business excellence model.