PurposeThe purpose of this paper is to examine the development of new model farmer cooperatives set up with Aid agency assistance in Shandan County, Gansu Province, China, focusing on enterprise management and training, and the monitoring and evaluation issues and outcomes.Design/methodology/approachThe paper is a case study of two projects that integrated participatory monitoring and evaluation (PM&E) methodology into both field practice and institutional development. The project evaluation data were collected from semi‐structured interviews, observation and secondary sources.FindingsThe cooperatives increased community income through collectively improving members' production and marketing capabilities. As well as economic benefits, the Shandan cooperatives show improvements in social collaboration that include enhanced inter‐ and intra‐family relationships, community harmony and raised status for women.Research limitations/implicationsThe cooperatives have only operated since the new co‐op law was enacted 1 July 2007. While the findings are preliminary, planned ongoing evaluation for the Shandan co‐ops will review the sustainability of the economic and social gains made.Practical implicationsThe lessons learned from the participatory approach to improve rural cooperative development in Shandan County are relevant to researchers and practitioners, and can be applied by rural communities throughout China.Originality/valueAlthough the new style cooperatives have the potential to improve the rural economy, leading to poverty reduction and social development, there have been few case studies of the establishment and progress of these enterprises in China's poorer regions.

The article presents the results of participatory monitoring and evaluation of projects which aimed to aid the establishment and development of 24 modern rural cooperatives in Shandan County, Gansu Province, China. The evaluation was designed to assess the economic and community development outcomes of the cooperatives after three years of operation. The data were collected from four cooperatives using surveys, group work, and semi-structured interviews of stakeholders. The evaluations showed that within two years of inception cooperatives were improving social and economic outcomes for members and communities. Improvements for establishing and sustainably operating rural cooperatives are suggested.Établissement de coopératives en vue d'un développement efficace des communautés en Chine ruraleCet article présente les résultats du suivi et de l'évaluation participatifs de projets dont le but était de favoriser l'établissement et le développement de 24 coopératives rurales modernes dans le Comté de Shandan, province de Gansu, en Chine. Cet exercice a été conçu pour évaluer les résultats en matière de développement économique et communautaire des coopératives au bout de trois ans de fonctionnement. Les données ont été recueillies auprès de quatre coopératives à l'aide d'enquêtes, de travail en groupes et d'entretiens semi-structurés de parties prenantes. Les évaluations ont montré que, moins de deux ans après leur lancement, les coopératives avaient déjà amélioré les résultats sociaux et économiques pour leurs membres et les communautés. Des améliorations sont suggérées pour établir et assurer le fonctionnement durable de coopératives rurales.Estabelecendo cooperativas para um desenvolvimento comunitário efetivo na zona rural da ChinaEste artigo apresenta os resultados do monitoramento e avaliação participativos de projetos que visaram auxiliar a criação e desenvolvimento de 24 cooperativas rurais modernas em Shandan County, na Província de Gansu, na China. A avaliação foi destinada a examinar os resultados do desenvolvimento econômico e da comunidade em decorrência das cooperativas após três anos de operação. Os dados foram coletados de quatro cooperativas utilizando pesquisas, trabalho em grupo e entrevistas semi-estruturadas com as partes envolvidas. As avaliações mostraram que após dois anos do início das operações, as cooperativas estavam melhorando os resultados sociais e econômicos para seus membros e comunidades. Avanços para a criação e atuação sustentável de cooperativas rurais são sugeridos.Cooperativas para un desarrollo comunitario efectivo en zonas rurales de ChinaEste ensayo presenta los resultados del monitoreo y la evaluación participativa de varios proyectos cuyo objetivo era ayudar a crear y desarrollar 24 cooperativas modernas en el área rural del condado de Shandan, provincia de Gansu, en China. La evaluación fue concebida para analizar los resultados, tanto económicos como de desarrollo comunitario, tras tres años de funcionamiento de las cooperativas. Los datos de cuatro cooperativas se recopilaron mediante encuestas, trabajo en equipo y entrevistas semiestructuradas a los actores locales. Las evaluaciones mostraron que, a dos años de su formación, las cooperativas habían mejorado la situación social y económica tanto de los socios como de las comunidades. El ensayo propone métodos para mejorar la formación y la operación sostenible de las cooperativas rurales.

This paper examines the field of strategy deployment in relation to its connection with quality management. It surveys literature from the two fields to strengthen the validity of a framework for implementing strategic initiatives in a business excellence (quality management) environment. The framework of seven constructs, which emerged from an empirical study, has elements from the quality management and strategy deployment literature. No review was found in the literature that examines strategy deployment from a process/systems and a contingency perspective.

Purpose - To examine the processes used by custodians of business excellence frameworks (BEFs) internationally to review and revise their frameworks, and to present the findings of a review of the design of the Australian business excellence framework (ABEF).Design/methodology/approach - A literature review, three surveys, and 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 - The role of stakeholders in business excellence model design and development, the processes involved in framework review and enhancement, and the frequency of minor and major review activities and who led them are presented. We found there was widespread support for the design of the ABEF amongst stakeholders. This review of the ABEF design and its appropriateness to the Australian business environment are discussed.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 business excellence strategies worldwide.Originality/value - The paper updates the current situation regarding the review of BE frameworks in 16 countries, with a focus on Australia.

PurposeThe 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/approachA 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.FindingsOnly 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/implicationsWhile 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 implicationsThe findings from the project were used to redesign the ABEF, and are expected to help inform national BE strategies worldwide.Originality/valueThe paper updates the current situation regarding the utilisation of BE in 16 countries, with a focus on Australia.

PurposeRecent operations management research suggests that adopting and implementing the right practices are essential to attaining “world‐class” performance. The purpose of this paper is to report the leading operations management practices and the strategy deployment framework that emerged from a qualitative study that addressed the question of how managers implement strategy in an organisational excellence environment.Design/methodology/approachGroup work with managers responsible for implementing strategic initiatives was followed by case studies of seven organisations via in‐depth semi‐structured interviews. A survey questionnaire strengthened the validity of the constructs of strategy deployment that were identified in the case analyses.FindingsIn total, seven strategy deployment constructs were identified and linkages between them are described. The 50 leading deployment practices indicate a mix of hard and soft management skills applied across the seven constructs.Practical implicationsThe leading deployment practices have the potential to raise the performance of organisations by improving the implementation of strategic initiatives. The framework is relevant to the deployment of both corporate and business unit strategy such as manufacturing or operations, and should be of interest to managers in these areas.Originality/valueResearchers have noted for more than a decade that no generally accepted framework of operations management practices has emerged for strategy implementation. Most strategy studies have focused on strategy formulation, content, or on project/programme management. There have been few multiple case studies of leading strategy deployment practices in diverse organisations from both private and public sectors.

PurposeThe purpose of this paper is to describe how managers from a network of organisations formed and operated as a team to work on a benchmarking project. The project had the dual purpose of enabling learning for the participants, and identifying leading practices in strategy deployment.Design/methodology/approachThe participants were managers with responsibility for strategy deployment. Data were collected from case studies of seven diverse New Zealand organisations that were undertaking performance improvement using the Baldrige performance excellence model. The unit of analysis for the case studies was a strategic initiative that the organisation had deployed. Secondary sources were also used to identify leading deployment practices.FindingsDespite the different sectors, sizes, and cultures of the participating organisations their strategy deployment issues were similar and the managers were able to share experiences and cooperate effectively. Over 50 leading deployment practices were identified. Seven dimensions of strategy deployment were determined. A framework for strategy deployment was developed.Research limitations/implicationsThe framework aids the analysis and classification of strategy deployment practices. Future research using longitudinal studies could evaluate the effectiveness of leading strategy deployment practices and identify circumstances that lead to the success or failure of strategy implementation.Practical implicationsThe framework highlights the management skills required for effective strategy deployment. It is applicable to a wide range of organisations.Originality/valueThe paper provides and example of network benchmarking and how it was managed. This will be of interest to organisations that are part of an existing network, or that wish to create a similar network. No benchmarking studies of strategy deployment were found in the literature.

PurposeThe New Zealand Benchmarking Club (NZBC), a multi‐organisational network, aimed to improve the performance of member organisations through best practice benchmarking. The purpose of this paper is to critique the NZBC self‐assessment process, report the scores for self‐assessments from 2000‐2002, and present an analysis of the 2001 self‐assessment data.Design/methodology/approachA questionnaire measured the improvement rate of NZBC organisations through annual self‐assessments against the Baldrige Criteria for Performance Excellence (CPE). Training was provided for facilitators in each organisation, who supported teams of four to six persons who completed the self‐assessment. Correlation coefficients of pairs of CPE categories and items were used to identify strong relationships between them.FindingsSelf‐assessment data from 2001 identified 57 strong relationships between different CPE categories and items. The strongest correlation identified (0.94) among CPE items was found between “customer focused results” and “financial and market results”. Acting on the self‐assessment results, management initiatives were implemented and scores in 2002 showed significant improvements over 2001.Research limitations/implicationsFuture research involves case studies and longitudinal studies of annual data to identify possible causes of the strong relationships found.Practical implicationsResults indicate the benefit organisations obtain from sharing best practices, resources, and self‐assessment experiences. The practices required for effective administration of self‐assessment in a network are given.Originality/valueAn example of self‐assessment in a multi‐organisational network, and how it was managed. Of interest to organisations that are in an existing network, or wish to create a similar network. No studies of self‐assessment in a network were found in the literature.