In this paper, we argue the success and sustainability of a business excellence (BE) initiative is influenced by (1) the contextual alignment of the initiative with the organization’s competitive business strategy and (2) the level of congruence between the initiative and the organization’s operating environment and culture. To illustrate these dependencies, we present case studies of three Australasian organizations that initiated BE initiatives and failed to sustain their commitment to the process. The case studies highlight the need for further research into the nature and variety of organizational characteristics that either support or undermine BE as an improvement strategy. We conclude that organizations seeking to implement BE should undertake contextual analysis of their business strategy, operating environment and culture prior to implementing a BE initiative. We also suggest BE measurements provide little benefit to executives as they fail to identify the priorities associated with the improvement opportunities presented.
