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Technology and Investment, 2010, 1, 1-13
doi:10.4236/ti.2010.11001 Published Online February 2010 (http://www.scirp.org/journal/ti)
The Cubrix, an Integral Framework for Managing
Performance Improvement and Organisational
Development
Marcel van Marrewijk
Research to Improve, Trusting Companies International and Virtu et Fortuna, Vlaardingen, Netherland
E-mail: marcel@vanmarrewijk.nl
Received October 26, 2009; revised November 23, 2009; accepted December 25, 2009
Abstract
Marcel van Marrewijk, academic director of Research to Improve, has developed an integral, multi-level,
multi-disciplinary and multi-stakeholder management framework, based on a phase-wise development approach as described by Clare Graves’ Levels of Existence Theory, Ken Wilber’s Four Quadrant Theory and the
author’s Global Excellence Model. This conceptual framework is coined, the Cubrix.
This paper shortly introduces the three original concepts and shows how these models have been merged
into the Cubrix. In part two the author demonstrates how Research to Improve designed various surveys, scans,
monitors and assessments, all based on this framework. Furthermore, the Cubrix has also been supportive in
designing the Performance Improvement Cycle and offer input for developing roadmaps for transitions in
organization development.
Keywords: Value Systems, Spiral Dynamics, GEM, Cubrix, Transition Matrix, Research Framework, Sustainable Performance, Organisation Development, Transformations, High Performance Organisations
1. Introduction
2001, Van Marrewijk, in collaboration with Erasmus University Rotterdam, launched an international research
project in response to an EC-assignment to develop an
integral model for Corporate Social Responsibility, CSR.
More than two years later, a consortium of experts delivered the European Corporate Sustainability Framework
(ECSF) to the European Commission. It was a new generation management framework, demonstrating company
responsible ways of doing business while achieving
higher performance levels as sustainable operating organizations, carefully aligning their particular development level(s) with their major challenges [1–3].
The ECSF-research project succeeded in identifying
various ways of interpreting Corporate Sustainability and
Responsibility (CS-R) and aligning specific ambitions
with respect to CS-R and with adequate ways of implementing it. The generic definition of CS-R is the corporate
inclusion of social and environmental concerns into business operations and in interactions with stakeholders. Van
Marrewijk [4] concluded that corporate responsibility
(CR) expresses the corporation’s willingness to be accountable for the impact of their doing to stakeholders
Copyright © 2010 SciRes.
(Communion) and relates to phenomena such as transparency, stakeholder dialogue and sustainability reporting.
On the other hand, corporate sustainability (CS) is manifested as the organization’s capacity (Agency) to improve
value creation with respect to the triple bottom line (people, planet & profit), due to for instance environmental
friendly production systems, waste reduction policies,
recycling, human potential development programs, fair
trade, green energy and many more ways to improve
multiple performances.
The ECSF framework hosts traditional ways of doing
business, such as compliance-driven and profit-driven
approaches. It also includes business approaches that have
emerged only recently, such as more care-driven and
synergy-driven ways of organizational behaviour [5].
Each respective approach characterizes a specific development level, transcending and including the former ones
and each supported by particular value systems and
management paradigms, demonstrated in coherent sets of
institutional structures [6]. Business phenomena such as
CS-R can thus be interpreted by each of these systems,
taking different manifestations per development level
[4,5]:
1) Compliance-driven: CS-R at this level consists of
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providing welfare to society, within the limits of regulations from the rightful authorities. In addition, organizations might respond to charity and stewardship considerations. The motivation for CS-R is that CS-R is perceived as a duty and obligation, or correct behavior.
2) Profit-driven: CS-R at this level consists of the integration of social, ethical and ecological aspects into
business operations and decision-making, provided it
contributes to the financial bottom line. The motivation
for CS-R is a business case: CS-R is promoted if profitable, for example because of an improved reputation in
various markets (customers/employees/shareholders).
3) Care-driven: CS-R consists of balancing economic,
social and ecological concerns, which are all three important in themselves. CS-R initiatives go beyond legal
compliance and beyond profit considerations. The motivation for CS is that human potential, social responsibility
and care for the planet are as such important.
4) Synergy-driven: CS-R consists of a search for
well-balanced, functional solutions creating value in the
economic, social and ecological realms of corporate performance, in a synergistic, win-together approach with all
relevant stakeholders. The motivation for CS is that sustainability is crucial as it is recognized as being the inevitable direction progress takes.
5) Holistic-driven: CS-R is fully integrated and embedded in every aspect of the organization, aimed at contributing to the quality and continuation of life of every
being and entity, now and in the future. The motivation
for CS is that sustainability is the only alternative since all
beings and phenomena are mutually interdependent. Each
person or organization therefore has a universal responsibility towards all other beings.
Too often confronted with pretentious and manipulative CS-R communication (green washing), Van Marrewijk concluded that building cultures of trust within
organisations was the first practical and effective step in
achieving authentic corporate sustainability and responsibility. He became director Great Place to Work® Institute Netherlands, engaged primarily with transforming
workplaces through research, and ‘naming and faming’
best practices in various award activities [2].
In 2005 he was member of an EC-research project,
coordinated by Esade Business School, analysing Great
Place to Work® data gathered from over 1,000 European
companies. The data showed a pattern in which the best
Scandinavian workplaces outperformed the ones in the
Mediterranean countries. The GPTW® model is not able
to explain such patterns. Once more, Van Marrewijk
turned to Spiral Dynamics and Wilber’s Four Quadrant
(SDI) to develop a sequence of macro-economic systems,
running from self sufficiency, pre-capitalist and various
classical economies, capitalist (Anglo-Saxon) and socialist market (Rhineland) economies and the emerging
interdependent economy [7]. Again, each economic sys-
Copyright © 2010 SciRes.
tem transcends and includes the less complex ones.
Therefore the socialist market economy, predominantly
present in northern continental Europe, show plenty
reminiscents of former systems, such as excessive rewarding practices for CEO’s.
From 2000 on, Van Marrewijk remained board member
of the Dutch branch of the European Federation for
Quality Management, the EFQM. The ECSF consortium
of international researchers2 was mainly drawn from an
international network of quality experts. Its outcome, the
ECSF framework was placed within the quality management tradition, as it regarded complex interpretations
of CS-R as integral part of business improvement and
organizational excellence.
Despite its elegance in framing management attention
areas, the EFQM model, officially named the European
Model for Business Excellence, is ‘as flat as a pancake’,
in other words, it lacks depth to generate adequate understanding of complex organisations. In order to align
the EFQM model within the ECSF framework, Van [8]
adapted the EFQM model, by introducing depth and providing various contexts to business excellence, thus creating a multi-level, a multi-disciplinary and multi-stakeholder Global Excellence Model (GEM). In this paper,
while discussing the GEM, the author will further elaborate on this topic.
Van Marrewijk remained enthusiastic with his multilevel approach applied to corporate sustainability and
business excellence. He developed it into an even more
sophisticated framework, which he coined the ‘Cubrix’, a
cubical framework based on three dimensions: development levels (Spiral Dynamics Integral), management
attention areas or disciplines, and stakeholders (both
Global Excellence Model), the topic of this paper.
In practice, van Marrewijk remained preoccupied with
the introduction of the rather one-dimensional Great Place
to Work Concept in the Netherlands. In providing feedback to companies on the quality of their workplaces, van
Marrewijk noticed that the human resource management
approach is often dominant, jeopardizing the transformation towards more promising approaches. Again, the ‘flat
pancake’ syndrome was bothering corporate development
as many people managers seemed to be ‘arrested’ in their
constrained and limited set of policies and practices. He
felt the time was ready to apply new concepts to corporate
research, aligning it with learning and performance improvement. He left Great Place to Work Institute Nederland to his successors and founded a new research institute, Research to Improve and started anew.
This paper elaborates on the content and structure of the
Cubrix and demonstrates its use in the development of
new research tools. It also deals with some derivatives
from the Cubrix such as the Performance Improvement
Cycle and the way to design roadmaps for organisation
development and performance improvement.
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Table 1. Evolutionary aspects.
1.1. Structure of This Paper
Paragraph two starts with a short introduction of Spiral
Dynamics Integral, as developed by Clare W. Graves, his
successors Don Beck and Chris Cowan [9], and Ken
Wilber [9]. Also the second fundament underlying the
Cubrix, the Global Excellence Model, will be introduced.
Paragraph three describes the Cubrix. Paragraph four
deals with research tools based on the Cubrix and paragraph five introduces derivatives from the Cubrix, with
impact on change management and the design of a
roadmap for organization development and performance
improvement.
2. Supportive Structures of the Cubrix:
Contexts
2.1. The Gravesian Approach to Development
Clare W. Graves, professor psychology at Union College,
New York, teaching sections on psychological approaches of Freud and Jung, Watson and Skinner, Maslow
and others, was confronted by his students: “OK, Dr.
Graves, which one is right?” Graves recognized that all
the theories had elements of truth, as well as holes. It led
him on a thirty-year quest to better understand the emerging nature of psychologically healthy human beings. It
placed him among scientists that try to structure evolutionary aspects of development. See Table 1.
In the 1950s throughout the early 1970s, professor
Graves performed extensive empirical research on value
systems. He coined his model: the Emergent, Cyclical,
Double-Helix Model of Adult BioPsychoSocial Systems
Development or, for short, Emerging Cyclical Level of
Existence Theory (ECLET). As an introduction to his
framework each qualification will be briefly summarized.
2.1.1. Emergent
With respect to ‘emergent’, Graves concluded that mankind has gradually developed eight levels of existence or
core value systems, so far. A value system is a way of
conceptualizing reality and encompasses a consistent set
of values, beliefs and corresponding behaviour and can be
found in individual persons, as well as in companies and
societies [9]. With these statements, Graves confronted
Maslow’s ‘Hierarchy of Needs’. He agreed to the ranking
of the needs, but the image of a pyramid cannot express
the emerging capacities of human beings in meeting
higher levels of complexity, thus creating different manifestations of personal and collective self-actualisation.
Graves’ successors, Beck & Cowan, created the image of
a spiral, emphasising the open ended and ever expanding
nature of their approach.
Human development is an emergent, oscillating proc-
Copyright © 2010 SciRes.
3
Line
Aesthetic
Cognitive
Emotional
Interpersonal
Moral
Needs
Self
Spiritual
Life’s question
What is attractive to me?
What am I aware of?
How do I feel about this?
How should we interact?
How should I physically do
this?
What should I do?
What do I need?
Who am I?
What is of ultimate concern?
Values
What is significant to me?
Kinesthetic
Typical researcher
Housen
Piaget, Kean
Goleman
Selman, Perry
Gardner
Kohlberg
Maslow
Loevinger
Fowler
Graves,
Dynamics
Spiral
ess that subordinates older, less complex ways of thinking/being to newer, more expansive, more complex ones.
Older systems do not disappear, but are subsumed within
the more elaborate ones and can be reactivated when older
problems resurface. Each new emerging system ‘transcends and includes’ the previous ones [10].
A second notion regarding emergence lies in the intangible aspects ‘below the surface’ that influence human
behaviour. The core question according to Beck and
Cowan is “how does the mind process reality”. The
framework structures thinking systems within people, not
types of people. Each value system is associated with a
specific ‘world view’, thus generating multiple ‘truths’.
2.1.2. Cyclical
The development of value systems occurs in a fixed order.
The value systems can be tagged as follows: Survival;
Security; Energy & Power; Order; Success; Community,
Synergy and Holistic Life System. These systems brighten
or dim along with changing life conditions and one’s
capacities. Each new value system includes and transcends the previous ones, thus forming a natural hierarchy
(or holarchy).
The value systems alternate between I-oriented and
we-oriented systems, with a respective focus to changing
the world outside and coming to peace with the world
inside.
2.1.3. Double Helix
Value systems develop in reaction to specific environmental challenges and threats: the systems brighten or
dim when life conditions change. These Life Conditions
(LC) consists of historic Times, geographic Place, existential Problems and societal Circumstances. As with the
double helix in a DNA-string, Graves’ model distinguishes LC as one of the two determining factors that
cause the existence of prevailing and emerging contexts.
The other one is Mind Capacities [MC’s]. Their interactions produce the thinking systems, mentioned above.
Transformations to more complex contexts actually
occur when life conditions have build up a sufficient level
of urgency among entities to leave behind their proven pa-
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Table 2. A developmental approach to values.
Development Label
Compliance-driven Order
(Blue)
Profit-driven
Success (Orange)
Care-driven
Community (Green)
Environment
LC
Ordered relationships requiring legitimization in
order to ensure stability and
security for the future
Many viable alternatives for
progress, prosperity and
material gain since change is
the nature of things
The gap between people and
their (material) possibilities
has become disproportionately large
Values examples
Duty, obedience, loyalty,
guilt, discipline, stability,
clarity, justice, one truth
Productivity, personal esteem, image, reward, satisfaction, competition
Harmony, equality, consensus, honesty, openness, trust
tterns of behaviour and challenge their world view. They
have to experience that current solutions are no longer
adequate. In order to cope with the new life conditions,
entities must have a supportive mind capacity to be able to
match the new challenges life conditions offer and generate new adequate behavior and subsequent institutional
arrangements.
Entities such as people and organizations will eventually have to meet the challenges their context provides or
risk the danger of oblivion or even extinction. If for instance societal circumstances change, inviting corporations to respond and consequently reconsider their role
within society, it implies that corporations have to re-align
their value systems and all their business institutions
(such as mission, vision, policy deployment, decisionmaking, reporting, corporate affairs, etcetera) to these
new circumstances.
2.1.4. Adult
Graves restricted the outcomes of his theory to ‘healthy
adults’ only. In practice one can observe that Spiral Dynamic thinking can also be applied to the development of
children, all be it with some adjustments. As a third generation researcher, with Graves being the first and Beck
and Cowan the second generation, van Marrewijk applies
the theory also to groups, organisations and even societies
and economic systems, as this paper will demonstrate.
2.1.5. Biopsychlogicalsocial
People tend to change their biopsychlogicalsocial beings
as their Conditions of Existence change. With respect to
the biological appearances, it obviously applies to the
pre-historic Cro Magnon, the Pygmies, Inuits and Bedouins, as well as contemporary Salarymen. Over time
mankind was able to alter his DNA information to adjust
to changing circumstances and support new generations
with a better constitution to cope with prevailing circumstances. Also psychologically and socially people change
along with their life conditions, creating new cultural
patterns and institutional arrangements that facilitate
adequate behaviour.
Psychologically, people alternate between an inner
locus of control with a focus on changing and controlling
the world outside (the I-systems) and an outer locus of
control with a focus on coming to peace with the world
Copyright © 2010 SciRes.
Systemic-driven
Synergy (Yellow)
Complex problems that
cannot be solved within the
current systems as awareness
of broad interconnections
grows.
Insights, tolerance, long term
orientation, systems-thinking
inside (we-systems).
Due to the ability to match MC with LC, people centralized in a value system are psychosocially congruent
with components of that system. On the other hand, a
person may not be equipped to move to a more complex
system, even if the Conditions of Existence demand it.
Psychologically, these people remain ‘arrested’ towards
future needs or even ‘closed’ to less complex value systems that, naturally, should have been included in their
repertoire.
Individuals and groups develop and apply values and
supporting institutional structures, in order to cope with
the prevailing challenges. A person may stabilize at one or
at a combination of value systems if the Conditions of
Existence are stable. When LC warrants, a person or
group may regress to a previous value system. As with an
uphill ride, people back shift to a lower gear to get more
power.
2.1.6. Systems Development
Each value system includes a range of positive and negative characteristics and behaviours, adaptive and maladaptive elements. A system can become healthy and
unhealthy, supportive and destructive, energizing and
frustrating, sowing the seeds of change. It offers linkages
to change management, what to do in order to improve
performance.
It is important to understand that NO value system is
inherently “better” or “worse” than another. It is all about
adequateness or appropriateness to the milieu and conditions of existence. As higher value systems normally
include the previous contexts, a higher system is not
simply better; it offers more grades of freedom to match
particular challenges. If a response can be made adequately in a basic context, there is no need to do it more
sophistically and waste time and efforts. Moreover, complex value systems are much more vulnerable, or more
difficult to sustain.
The actual introduction to the various levels of existence will be dealt with in the next paragraph.
2.2. Wilberian Approach to Development
In Sex, Ecology and Spirituality, Ken Wilber [10] made a
large contribution to evolutionary developments. He
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supports Graves when stating: “Evolution proceeds irreversibly in the direction of increasing differentiation/
integration, increasing organization and increasing complexity”1. This “growth occurs in stages, and stages are
ranked in both a logical and chronological order. The
more holistic patterns appear later in development because they have to wait the emergence of the parts that
they will then integrate or unify2. This ranking refers to
normal hierarchies (or holarchies) converting “heaps into
wholes, disjointed fragments into networks of mutual
interconnection3”
As the natural orientations emerged, they clearly show
an increase of integratedness and complexity, each stage
including and transcending the previous ones.
From evolutionary literature, Wilber concludes twenty
“patterns of existence” or “tendencies of evolution” which
are summarized below: reality is not composed of things
or processes; it is not composed of wholes nor does it have
any parts. Rather it is composed of whole/parts, or holons4.
This is true of the physical sphere (atoms), as well as of
the biological (cells) and psychological (concepts and
ideas) sphere, or simply said, apply to matter, body, mind
and spirit. Atoms or processes are first and foremost
holons, long before any ‘particular characteristics’ are
singled out by us.
Holons display four fundamental capacities: selfpreservation, self-adaptation, self-transcendence and selfdissolution. Its agency—its self-asserting, self-preserving
tendencies—expresses its wholeness, its relative autonomy; whereas its communion—its participatory, bonding,
joining tendencies—expresses its partness, its relationship to something larger. Both capacities are crucial: any
slight imbalance will either destroy the holon or make it
turn into a pathological agency (alienation and repression)
or a pathological communion (fusion and dissociation).
Self- transcendence (or self-transformation) is the system’s capacity to reach beyond the given, pushing evolution further, creating new forms of agency and communion. Holons can also break down and do so along the same
vertical sequence in which they were built up.
These four capacities or ‘forces’ are in constant tension:
the more intensely a holon preserves its own individuality,
preserves it wholeness, the less it serves its communions
or its partness in larger and wider wholes and vice versa.
This tension can be manifested, for instance in the conflict
between rights (agency) and responsibilities (commun
ions), individuality and membership and autonomy and
heteronomy.
If holons stop functioning, all the higher holons in the
1
Wilber, K., Sex, Ecology and Spirituality, Shambhala, second edition.
2000, 1995 (page 19, 74).
2
Wilber, K. SES (page 28) italics by Wilber.
3
Wlber, K. SES (page 26).
4
Koestler:” a holon is a whole in one context and simultaneously a part in
an other”.
Copyright © 2010 SciRes.
Intention
Content, awareness
subjective
5
Individual
I
It
We
Its
Inside
Cultural
Verstehen, intersubjective
Process
Behavioral
objective
Outside
Collective
System
interobjective
Figure 1. Wilber’s all quadrant model, slightly adapted.
sequence are also destroyed, because those higher wholes
depend upon the lower as constituent parts. We might say
that Wilber as well as Graves, Beck & Cowan have created an almost identical phase wise orientation to reality
however based on different lines of reasoning.
Wilber’s rich analysis of science and (eastern) religion
has culminated in a four-quadrant perspective towards
Reality. The upper quadrants represent individual holons,
the lower half of the diagram, social or communal holons.
The left side is the interior and the right side the exterior
form or structure of holons.
The upper-right quadrant represents the objective, empirical observations of holon behaviour, such as atoms,
gases, fish or humans. The upper-left quadrant stands for
the I-world: the interior form of an individual holon:
subjective intentions and awareness. Characteristic sciences focused on this quadrant are psychoanalysis, phenomenology and mathematics. The lower-right quadrant
represents the ‘its-world’. With reference to humans, it
shows the exterior forms of social systems such as the
development from kinships to nations-states, but also
tools and technology, architectural styles, forces of production, concrete institutions and even written material.
The lower-left quadrant corresponds with the we-perspective of Reality, the Cultural dimension. Weber introduced an intersubjective sociologist approach, Verstehen,
that characterizes this quadrant. It is the realm of relational exchange creating collective values, consciousness,
worldviews and common meaning and interpretations.
The upper quadrants coincide with Graves’ Biopsychosocial features of the Mind Capacity and the lower
ones with Life Conditions. In both concepts, the quadrants
are aligned: Each point in any of these quadrants correlate
with a specific set of points in the other quadrants, such as
Figure 1 above demonstrates. The Four Quadrant Model
includes Graves’ Levels of Existence as Table 3 shows.
Woodsmall has labeled the right quadrants as Process
and System. It aligns better with the intention to apply
the Quadrants Model to corporate dynamics.
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6
I - Self and
We - Culture Its-Social/Gover- Spiral
Consciousness & Worldviews ning Systems Dynamics
Holistic Self
Holonic
Holistic
Holistic
Integral Self
Integral
Integral Commons
Synergy
Sensitive Self
Pluralistic
ValueCommunities Community
Achiever Self
Scientif-Rational
Mythic Self
Mythic Order
Corporate States Success
Nation States
Ego-centric Self Power Gods Feuda Empires
Magic Self
Order
Power/Energy
Animistic/Magical Ethnic Tribes
Instinctual Self
ed a sequence of multiple levels or development stages.
From now on we will refer to these as the contexts of
organizations. In order to be able to draft ideal type organizations, aligned with specific contexts, we need to go
deeper and explore the disciplines that are active within
organizations. We need to elaborate on the various
manifestations disciplines can take in various contexts.
We therefore introduce the Global Excellence Model.
3. Supportive Structures of the Cubrix:
Disciplines
Security
Survival
Archaic Survival Clans
Table 3. Quadrants as process and system.
2.3. Application to Corporate Dynamics
Organizations and employees can be recognized easily as
holons, as they are mutually dependent, as strikes and
absenteeism clearly show. In terms of Wilber, organizations tend to support their employees (vertical relationship), creating value as an (horizontal) agency, in constant
exchange with its stakeholders (horizontal communion).
Challenged by changing circumstances and provoked
by new opportunities, individuals, organizations and societies develop adequate solutions that might be new
sublimations, creating synergy and adding value at a
higher level of complexity. Since instability increases at
higher complexity levels, entities can shift to lower levels
should circumstances turn unfavorable or should competences fail to meet the required specifications.
Figure 2 represents a phase-wise development of corporations, as complexity increases thus requiring additional degrees of freedom to find more adequate solutions
to prevailing circumstances. Along with the evolutionary
development of corporations their awareness, their culture,
their behavior and their structures/systems change.
Clusters of values facilitate these institutional changes
and manifestations. Evolutionary development has reveal-
3.1 Global Excellence Model
The European Model for Business Excellence (EFQM
model) [11], developed in 1991, was a breakthrough in
management and quality improvement, and has been
applied successfully among thousands of companies,
mainly all over Europe. Over time such initiatives become
rigid, as they appear to be unable to include new developments in their conceptual thinking and business appliances. Their failure to include a phase-wise approach
caused us to develop the Global Excellence Model (GEM).
However, the resemblances are much more important,
than the differences. See www.efqm.org for further information.
Leadership
and ambition
Performance
ROI, revenues
society results
Organisation Culture
Trust, commitment
and dedication
Appreciation
Customers
and suppliers
Source: Brooks & Whiley ‘96
Figure 3. Linkage research by brooks & whiley’ 96.
Learning & Innovation
Inclusivity
complexity
Stakeholder Orientation
Shareholder/Resource
Orientation
Power orientation/
(social) Security
employee
organisation
& free agents
C
U
L
T
U
R
E
E
M
P
L
ProcesLeaderO
Strategy
ses
ship
Y
E
E
Resources
S
Communication & Decision making
People
Employees
Supply Chain
Customers
Society
Financial
&
Operational
Results
Ecology
employer organisation
clan-organisation
development
degrees of freedom
Figure 2. Phase wise orientation to business development.
Copyright © 2010 SciRes.
Enablers
Source: Van Marrewijk (2010)
Results
Stakeholders
Figure 4. Global excellence model(GEM).
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Active and process
oriented
Input control
P/O
General management
Tactics
Strategy
Information
Client
P/O
Proces control
Client
Proces control
Information
Supplier
Technology
control
Marketing
process
Output control
Client
Proces control
Client
Inter-active and society
oriented
Output control
Output
The supplying
Intra- active and chain
oriented
Technology
Input control
Pro-active and system
oriented
Marketing
Re-active and product
oriented
7
Vision
on
Long term business goals
and social responsibility
General management
Figure 5. INK quality orientations.
The GEM as well as the EFQM model is non-pre
scriptive frameworks that recognizes that there are many
approaches to achieving sustainable excellence. Due to
their focus on excellence, the EFQM model is centred on
process management. We prefer to align the GEM with
Brooks and Whiley’s conclusions based on Linkage Research (1996) and to focus on the impact of leadership and
culture. It is people who bring passion, loyalty, entrepreneurship, trust and dedication to the work floor.
Without these, processes would never achieve the expected levels of output. As Wilber taught us, it is all about
balancing and consistency in order to deliver adequate
solutions to prevailing circumstances.
A group of people create, plan, deploy, lead, implement,
improve, execute, learn, enjoy, what ever that needs to be
done, in order to achieve the desired results. These results
can only come about when stakeholders appreciate the
fruits of their doing. Thus, the enabler criteria cover what
an organization does, while the results criteria cover what
an organization achieves. See Figure 4.
The major distinction between the GEM en the EFQM
model is the GEM’s ability to generate multiple levels of
quality development, both with respect to contexts as well
as situations.
This issue of multi-levelledness was firstly challenged
by the Netherlands Quality Institute (INK), already in
1993, when they introduced five quality orientations for
assessment purposes: activity (or output), process, organization (or system), chain and society.
Each next quality orientation transcends and includes
the previous ones, evidently increasing its complexity.
The issue here is “do quality orientations align with the
Grave-sian development levels or can these value systems
(or contexts) support various quality orientations.”
In Table 4, Van Marrewijk presents his conclusions: he
INK quality complexity phases do not align necessarily
with the Gravesian framework of development levels. An
organization functioning in Order is adequate with output
control (X), and has abilities with respect to managing
processes (x). Organizations that are strong in Success are
better able to manage their processes (X) and have abilities to define and apply quality in systemic terms (x). Less
complex contexts might have limited abilities or none at
Copyright © 2010 SciRes.
all to produce more complex quality orientations (O).
In order to support an organization wide approach to
quality, processes and systems need to be complemented
by, firstly, a culture that creates unity, trust and supports
co-operation and, secondly, an approach that generates
(personal) alignment of the stakeholders involved.
In trying to improve quality it makes quite a difference
if a shift to a next quality orientation can be achieved
within the same context, or that a transformation to a more
complex value system is necessary. We believe that many
advisors in quality improvement have failed in making
this distinction and taking proper precautions.
Van Marrewijk therefore suggests defining quality orientations as ‘situations’ within a context, at the same time
acknowledging the developmental aspects of qualitystating that specific orientations can be best imple more
straight-forward than in organizations supported by the
value system Success. Managers and advisors alike have
often questioned the lack of simplicity in our approach.
There is lots of evidence in the failure of numerous quality
Table 4. The quality matrix.
Contexts/Qu
ality
Orientations
Order
Output
Success Community
X
x
o
Process
Organisation
Chain
x
X
x
-
x
x
X
x
Synergy
x
x
x
X
Results
Stakeholders
L
E
A
D
E
R
S
H
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Figure 6. Global excellence model (GEM) and SDI phases.
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improvements projects. People have to get used to it that
managing complex organizations requires large skills and
good theories, better than we ones they used to apply. In
elaborating on the performance cycle, we will further deal
with this topic.
In developing the GEM, we have assigned the various
quality orientations as subsequent manifestations of process management, one of the seven enablers within organizations. We applied the same approach to all seven
enablers, thus providing the image of a temple with seven
pillars, see Figure 6, each consisting of a set of subsequent
paradigms.
In Subsection 4.2 we will demonstrate how these ‘pillars’ support specific research tools and related implementation and learning activities.
3.2 The Cubrix
The Cubrix, as well as its supportive concepts, emphasize
the relationship between performance and organization
development. With a single focus on management areas,
companies do make progression when they succeed in
aligning various enablers into an integral business approach, but often they fail in sustaining their performance
growth due to rigidness with respect to organizational
development. Once organizational development also becomes a variable in improvement activities, sustainable
progress is possible. In discussing High Performance
Organizations we will further elaborate on this topic.
The Cubrix shows the three dimensions: Organization
Development (levels), Disciplines (Management Areas,
enablers) and Stakeholder Performances (or Triple Bottom Line: People, Profit, Planet). Each of the cells within
the Cubrix can be highlighted and made specific. The
result is the so-called Transition Matrix. The appendix
shows a summarized version of this matrix.
In the next chapter, Van Marrewijk will demonstrate
some of the research tools based upon the Cubrix.
4. The Cubrix: Supporting Research
Society
ers
old
keh
Sta
Employees
Discipl. Leader
Levels -ship
Strategy
Suppliers
Customers
People
Mgmt
Decision
-making
Learning
Resource
Mgmt
Process
Mgmt
Holism
Synerg
y
Community
Sucess
Order
Power
Security
Figure 7. The cubrix.
generate results, which give an insight into what people
do, how and why they do so and what steps managers and
employees can take in order to achieve goals, overcome
bottlenecks and enhance performance.
Each development phase has a specific culture and
values, ambitions, set of characteristic institutions and
related change strategies. Research to Improve has developed research tools for every development phase and
within every phase, for each management criteria. By
means of generic surveys and dedicated scans, Research
to Improve tries to investigate the dominant contexts
within an organization. Sophisticated research, strengthened with conceptual and practical expertise, generates a
proper diagnosis. This should blend with the internal
experiences through dialogues and ‘good conversations’
discussing and interpreting the contemporary contexts and
situations, challenges and bottlenecks. This is the input
for drafting the best way to move ahead.
The outcomes of generic surveys are presented in
feedback reports and graphs based upon Spiral Dynamics,
4 Q model and the GEM. Which policies and business
topics are managed best and appreciated most? Are the
four quadrants consistently developed?
In the next paragraph we will introduce examples of
research tools, such as the RTI Survey, the Leadership
Monitor and the People Management Monitor.
4.1. Research to Improve
Successful organizations have long stopped running on
just processes, numbers and systems. Their measurement
systems also include organizational culture and employee
intentions. Driven by values and ambitions and challenged by competition, organizations look for the right
blend of 'hard' and 'soft' measures in order to continuously
improve corporate performance and successfully implement a carefully drafted road map for organizational development.
Research to Improve’s surveys, monitors, scans and
assessments provide a deep understanding of dynamic and
complex topics within organizations. The research tools
Copyright © 2010 SciRes.
Organisation
Enablers
Organisation
Performance
Organisation
Development
Figure 8. Research to improve model (Cubrix).
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4.2. Research to Improve Basic Employee
Perception Survey
The RTI Survey identifies the management areas of the
GEM, the dominant context, situation and bottlenecks in
management and operation. It reports the results on the
three most prominent performance criteria: Good Entrepreneurship, Good Employership and Good Neighborship.
The feedback report generates the opinions and perceptions of stakeholders-mostly employees-with respect
to:
The quality of leadership
The guidance of the strategy
The effectiveness of communication and decisionmaking.
People management
The way learning, collaboration and innovation takes
place
The support of resources and opportunities
The quality of the processes
As well as cultures and the development levels
The RTI Survey emphasizes the importance of trust, as
trust includes and transcends employee satisfaction, motivation and commitment.
As custom-made adjustments we can include the core
values of the clients’ organization and report if the desired
behavior not only meet the requirements, but also whether
it matches the intrinsic values of the employees, and if it is
sufficiently supported by their culture, by leadership behavior, and by the policies and procedures provided by the
organization itself.
The RTI survey links to organizational performance to
organization development, so that long-term aspirations
can be made specific to day-to-day operations. Also the
gap between ‘what is’ (ist) and ‘should be’ (soll) can be
better understood. Combined, one can design a roadmap,
by distinguishing a sequence of steps, priorities and interventions. See also Subsection 5.1.
In 2009, Research to Improve developed an innovative
research tool for another stakeholder group, hospital patients by once more applying spiral dynamics thinking
into the monitoring of vital processes in hospital management: the patient trust survey, we were able, among
others, to distinguish levels of patients’ wellbeing, their
loyalty, quality perceptions from patients’ perspective
and various ways how medical and nursing professionals
behaved towards the patients.
4.3. Leadership and People Management
The Cubrix suggests seven leadership styles, each associated with a specific development level (Figure 9). Per
style, experts of the Rotterdam School of Management,
Erasmus University, especially dr. Dirk van Dierendonck,
Copyright © 2010 SciRes.
9
dr. Daan Stam and dr. Inge Nuijten, selected leadership
qualities. The statements defining these qualities are
validated via scientific methods.
An effective leader, let us say one with a natural gift in
servant leadership, should firstly align with the context
and challenges the organisation is facing and secondly,
include the qualities of the previous leadership profiles. In
addition to the congruency of leadership competences, the
monitor is able to measure the contextual effectiveness of
specific leaders. In the end we do not want to have an
entrepreneur responsible for accountancy or a bookkeeper
for an R&D department. The situational effectiveness of
leaders is determined by the strategic orientation of the
organization. See also Subsection 4.4.
The People Management Monitor is developed in order
to provide in-depth understanding of the effectiveness of an
organisation’s people management practices and policies.
Based on the Cubrix, Research to Improve distinguished
five ambition levels in people management policies:
1) Creating a safe, vitalizing and physically and emotionally healthy community (building the foundation for a
culture of trust);
2) A clear and fair salary payment system, employee
benefits, and working conditions (Personnel Administration Department);
3) Employee fit in a functional perspective, especially
the recruitment, career development and employee turnover, as well as work pressure and absenteeism (Human
Resource Management);
4) Investing in employees’ professional and personal
development (Human Talent Management), by attracting
and attaching employees;
Holism
Spiritual leader: Vulnerable, leading the mission; inspiring
Synergy
Emergent Leader: visionary, communicative, challenging, long
term orientation
Community
Servant Leader: supportive, caring, personal growth, forgiving,
coaching, emphatic
Success
Order
Power-energy
Security
Entrepreneur: courage, rewarding, result oriented, accountability
Manager: facilitator, purposeful, monitoring, planning & control
Baas: authoritarian, decisive, competitive, corrective
Founder: role model, mediator, story teller, Pater Familias
Figure 9. Value driven leadership styles and qualities.
Synergy
Community
Success
Order
Power
Security
Human Capital: alignment, balancing intrinsic and eccentric values
(trust)
Human Potential: talent development; evaluation & feedback,
organization development (motivation, engagement)
Human Resources: recruit; retain, rouse; absenteeism
(satisfaction)
Personal Department: administrative, compliance driven; working
conditions (loyalty)
Community Building: a healthy and vital, non-discriminatory
workplace (cameraderie)
Figure 10. Value driven people management policies.
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10
5) Fine-tuning personal drives and qualities and collective ambitions, for daily operational fit, cultural
alignment as well as matching individual and collective
learning needs (Human Capital Management). These
instruments provide a sense of consistency: “what will be
the results when we stick to an authoritarian leadership
style, with our business attracting more and more educated and independent employees?” “How can we support
employees’ dedication, engagement and motivation, as
these are one of the most important success factors for
High Performance Organisations?”
With a better understanding of contexts, values, challenges and organization development, companies can
select more effective interventions and improvement
activities.
4.4. High Performance Organizations—HPO
Jim Collins, co-author of Build to Last [12] and author of
Good to Great [13], has revealed how good, mediocre and
even bad companies achieve enduring greatness, and
sustain their success over time by ‘engineering’ growth
and continuous improvement into the DNA of an enterprise. Measured according the number of copies sold, the
books were a huge success, but only a few companies
seem to be able to apply the findings in practice.
Dr. André de Waal, a Dutch scientist and business
consultant, performed a five-year study to grasp the discriminating factors for High Performance Organisations
(2008). He defined five pillars:
High quality of management
High quality of professionals
Long term orientation
Open and action oriented
Continuous Improvement
The specific qualities of leadership relate to what we
called servant and emergent leadership, the green and
yellow realms of organization development (see Figure 6).
The same applies to professionals: they flourish in cultures of trust. If fully enabled, respectfully challenged and
endowed with opportunities to take responsibility, professionals can become highly resilient, dedicated, and
profoundly more productive than employees working in
Table 5. The strategy matrix.
Contexts/Str
ategic
orientations
Order
Effectiveness
x
X
x
x
Efficiency
Flexibility
Creativity
X = dominant
x = applicable
Copyright © 2010 SciRes.
Success Community
X
x
x
x
x
x
X
x
Synergy
x
x
x
X
organizations offering mediocre conditions.
The GEM adds two additional criteria and combined
with its phase-wise orientation, Research to Improve is
quite able to measure HPO and identifying the intermediate steps in order to enter a new level of performance
and ultimately becoming a HPO.
The next tool, the strategy scan, developed by Marcel van
Marrewijk and Prof.dr Teun Hardjono, shows how this
can be done.
4.5. The Strategy Matrix
The first step in drafting a roadmap towards sustainable
performance improvement and organisation development
is finding out one’s position. What are the current constraints, challenges and risks? What are the dominant
value systems within the organisation? In short, what
(strategic) situation and context are most adequate to face
current strengths and weaknesses, opportunities and
threads?
In 2003 Van Marrewijk and Hardjono developed the
Strategy Scan, based on the Strategy Matrix. This online
scan supports the strategic dialogue, the exchange of facts
and experts opinions, and gives a direction to strategy
development. One can conduct the Strategic Scan in board
of directors, management teams, among staff members,
and as a vertical dialogue deeper into the organisation as
well as outside, even with all stakeholders.
The first part of the scan focuses on strategic situations,
which ultimately determine the main direction or strategic
orientation of the organisation. Examples of such aspects
are the consumer needs and the current bottleneck obstructing organisational performance. The result is a focus
and a set of ideal type interventions. See also Van Marrewijk [7].
The second part surveys the nature and complexity of
the (external) environment and the disciplinary developments (or paradigms) regarding the management criteria such as leadership, people -, resource - and process
management. The Strategy Scan indicates the organisation’s most dominant development phase, its favourite
level of existence.
A Strategy Matrix can be drawn with all situations and
contexts. In contradiction to the quality situations, all
strategy situations are relevant to all contexts, but in each
context a situation is manifested differently. The large X
indicates the natural combinations. Efficiency can be
performed adequately in Order, while Effectiveness
aligns best in Success, etcetera.
Each combination provides the researchers and corporate experts a set of specific interventions and key performance indicators, which forms a major input for
drafting a roadmap for performance improvement, aligned with the dominant value systems of the organisation.
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M. van MARREWIJK
The Strategic Sustainability Scan is an extended version including sustainability issues. The Sustainability
Scan generates an adequate meaning of corporate sustainability and responsibility, an ideal type reference on
which an organization can develop its own touch and
approach. This way one can link strategy with CS/CRpolicies and interventions.
5. The Cubrix Supporting Change
Management
From the sheer construction of the Cubrix, in other words,
through distinguishing contexts (value systems), aspects
(disciplines) and situations (quality or strategic orientations) one have to conclude that all management principles, models and even hypes have their value, but often
only in a certain combination of situation, aspect and/or
context. Or put differently: each cell within the Cubrix
will have a list of do’s and don’ts, with effective approaches, tools and policies, and ones that do not apply to
this particular context-situation.
Due to changing circumstances both outside as well as
inside organizations, in the case of corporate dynamics,
models, tools and certainly hypes have limited applicability and tenability over time. The Cubrix is therefore
able to function as a framework for structuring tools,
policies, models and management literature.
The multi-level approach underlying the Cubrix also
revealed a set of distinctive complexity levels in change
management. Furthermore, it offers a conceptual basis for
the so-called Performance Improvement Cycle from
which one can deduct a roadmap for sustainable business
improvement and organisation development. It is the
topic for our next paragraph.
5.1 The Performance Cycle
The Cubrix helped us in structuring change management
into four distinctive hierarchical complexity levels: (1)
vitalising, (2) optimising, (3) shifting and (4) transforming. These four dimensions of change management are
explained below.
5.1.1. Vitalizing
Often the performance can be improved by enhancing the
fundamental skills, structures and procedures of including
contexts; these interventions are relatively simple as we
have a lot of experience in managing these aspects, but
being involved in more complex value systems, we tend
to neglect basic competences although they can jeopardize current performance potential.
Vitalization programs ought to touch all four quadrants,
or at least restore the balance between them.
5.1.2. Optimizing
Once a sound fundament has been realized, further imCopyright © 2010 SciRes.
11
provement can occur we organizations enhance the effectiveness of the characteristic institutions within the
dominant context. Try to find out and apply best practices,
work smarter and excel in what needs to be done.
5.1.3. Shifting
If including and current contexts are functioning well,
further improvement can be established by fine-tuning the
strategic situation. Within a context, organizations must
focus their business towards the most adequate situations,
aligning their interventions accordingly.
5.1.4. Transforming
When the previous three change management dimensions
can no longer sustain corporate performance, organizations should adopt new ways of organizing by transforming to a more complex context, adopting emerging
value systems and all institutions aligned with it. Transformations are complex phenomena, especially if managed as an improvement project.
Each value system has a supporting institutional
structure that consistently arranges ways of doing. As
more value systems appear parallel, or nested, within
organizations, these structures are reasonably flexible to
comprehend elements from various value systems. Elements of emerging systems can be developed within the
current structures. It needs to have a critical mass of people who can support these values and corresponding
awareness and behaviour. Once these values are triggered
by challenges or intrinsic motives, their full potential can
become manifest causing new institutional arrangements,
encompassing previous ones. These transformations are
far from simple. Changing life conditions boost a sense of
urgency, building up a dissonance, a pressure to move, a
necessity to change, and requires commitment to change
at the top of the organization. These necessary conditions
can be concerted into a successful transition to a more
complex level of existence. Despite its difficulty, some
organisations are very good at it [14].
Having identified the four dimensions of change
management, we adapted the Performance Improvement
Cycle. See Figure 11. It is structured according to Deming’s Plan–Do–Check–Improve sequence.
Mobilizing
Appreciating
DO
• Mission
• Vision,
• Goals
PLAN
(smartly
defined)
1.
2.
3.
4.
Vitalising
Optimising
Shifting
Transforming
• Surveys
• Monitors
• Assessments
• Scorecards
• KPI’s
• Dashboard
CHECK
Improve
Inspiring
Reflecting
• Common interpretation of facts and perceptions
• Pilots, experiments
Figure 11. Performance improve cycle, based on deming’s
PDCA.
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The Performance Improvement Cycle suggests various
ways to check the impact of the implementation process.
Employee perception tools, such as surveys, monitors and
assessments, as well as quality management, business
operation and accounting tools generate data which via
business intelligence services are provided to the board of
directors, to management and professionals. Together
they interpret the data and determine the progress made.
Easy adaptation and fine-tuning is implemented directly,
but larger alterations can be tried as experiments and
pilots on a small-scale basis, or postponed until they fit the
next strategic orientation.
and understanding. This is an invitation to join our efforts
in trying to build better businesses and a better society.
7. References
[1]
M. van Marrewijk, “European corporate sustainability framework,” In International Journal of Business Performance Measurement, Vol. 5, Nos. 2/3, pp. 213–222, 2003.
[2]
M. van Marrewijk, “The social dimension of organizations:
Recent experiences with great place to work® assessment
practices,” In Journal of Business Ethics, Vol. 55, No. 2,
pp. 135–146, December 2004.
[3]
“Excelleren in de weerbarstige praktijk: Knelpuntenonderzoek toepassing INK-managementmodel,” ERBS BV/Erasmus
University, 2001.
[4]
M. van Marrewijk, “Concepts and definitions of corporate
sustainability,” In Journal of Business Ethics, Vol. 44, No.
2 and 3, pp. 95–105, May 2003.
[5]
M. van Marrewijk and M. Werre, “Multiple levels of corporate sustainability,” In Journal of Business Ethics, Vol.
44, No. 2 and 3, pp. 107–119, May 2003.
[6]
M. van Marrewijk, “A value based approach to organization types: Towards a coherent set of stakeholder-oriented
management tools,” In Journal of Business Ethics, Vol. 55,
No. 2, pp. 147–158, December 2004.
[7]
M. van Marrewijk and T.W. Hardjono, “The social dimensions of business excellence,” In Corporate Environmental Strategy, Vol. 8, No. 4, 2001.
[8]
M. van Marrewijk, I. Wuisman, W. de Cleyn, J. Timmers,
V. Panapanaan and L. Linnanen, “A phase-wise development approach to business excellence: Towards an innovative, stakeholder-oriented assessment tool for organizational excellence and CSR,” In Journal of Business
Ethics, Vol. 55, No. 2, pp. 83–98, December 2004.
[9]
D. Beck, and C. Cowan, “Mastering values, leadership and
change,” Spiral Dynamic, Blackwell Publishers ltd., Cornwall, 1996.
5.2. A Roadmap towards Sustainable
Performance
Deducting a roadmap for performance improvement and
organizational development can be difficult as each organisation is unique. Many aspects can play a role and not
all of them can be foreseen. Still it makes sense to have an
idea about the path of change. What can we expect? What
level of complexity? Do we have the necessary competences? Do we have the right people on the bus?
Each organisation must provide its own answers, but at
least, by applying the Strategy Scan, the Strategy Matrix
and the Performance Improvement Cycle, one can grasp
its position, its strategic focus, a set of adequate interventions in order to lift the organisation’s bottlenecks and
enhance its basic competences, and its dominant context
to ‘colour’ the interventions into fitting change activities.
Good surveys can provide management information
from which one can tell if vitalisation or optimisation is
most effective to enhance corporate performance. Frequently held strategic analyses can provide arguments to
remain focused or shift to a next strategic orientation,
prioritising a new set of interventions. Strategies can shift
permanently within one context. This is relatively simple,
but challenging enough.
6. Building up Experiences
Since 2000, Van Marrewijk is engaged in building an
integral, multi-level management framework. Now it is in
operation. Several research methods have been based
upon the Cubrix and consultancy firms are currently applying the new understanding in change management,
performance improvement and organisation development.
Supported by our state-of-the art research platform we
are able to enable researchers worldwide with our techniques, software and research methods. This will boost
our experience and further development of our methods
Copyright © 2010 SciRes.
[10] K. Wilber, “Sex, ecology, spirituality: the spirit of evolution,” Shambhala, Boston, 1995.
[11] “European foundation for quality management,” At
http://www.efqm.org.
[12] J. C. Collins and J. I. Porras, “Successful habits of visionary companies,” Built to Last, Century, London, 1994.
[13] J. C. Collins, “Why some companies make the leap and
other don’t,” Good to Great, Harper Business, New York,
2001.
[14] M. van Marrewijk, and H. M. Becker, “The hidden hand of
cultural governance: The transformation process of humanities, a care-driven organization providing cure, care,
housing and well-being to elderly people,” In Journal of
Business Ethics, Vol. 55, No. 2, pp. 205–214, December
2004.
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Appendix
Transition Matrix Labels
based on Spiral Dynamics and Global Excellence Model
Development labels
Enablers :
Leadership
Compliance-driven
Order (Blue)
Manager
Profit-driven
Success (Orange)
Entrepreneur
Care-driven
Community (Green)
Servant Leader
Strategy
Dominance through hierarchies
Autonomous growth due to
competitive qualities
Stakeholder engagement;
Chain oriented
Communication & Decision making
Top down; Directive; Legal
procedures
Bottom-up; group decides; Consensus based
Top-down and bottom-up
balance; Holacracy; Consent based
People Management
Personnel & Administration;
Working conditions
Still cascading, with room
for negotiations; good info
from the bottom is always
welcome
Human Resource Management
Human Talent Management
Human Capital Management
Learning & Innovation
Incremental (product) innovations; knowledge and
competence management
Resource Management
Procedural supply relations
based on strict pricing policies
Activity Orientation
Process innovation, and
product diversification;
professionalization through
MD-training
Maintenance on process
indicators
Social Innovations;
developing supportive
structures for organizational learning
Outsourcing with strong
relationships, peer audits
System innovations, based
on in-depth understanding
of corporate dynamics,
sustainability and needs
Co-creating; together- win;
Sustainable Purchasing
Process Orientation
System Orientation
Chain and Society Orientation
Process Management
Notes
1) The ECSF is a European-wide research project, financed under Article 6 of the European Social Fund
Regulation. It has the aim to design Corporate Sustainable
and Corporate Responsible (CS-R) ways of doing business. Within the project, a basic conceptual framework is
developed, integrating several proven theories, in order
for organizations to address and interpret CS-R. The
EFQM model is one of the founding models of ECSF.
Contact: marcel@vanmarrewijk.nl or +31.6.8 1953 777
2) The consortium members where (academics);
Erasmus University Rotterdam, Vrije Universiteit Amsterdam/IVM, Helsinki University of Technology, Triple
Systemic-driven
Synergy (Yellow)
Emergent
Leader
Society oriented; seeking
breakthroughs
P Initiative; (Consultants): Virtu et Fortuna, SCS Consulting (Quality Organizations) KDI, European Organization for Quality, VCK, Excellence Ireland, Centre of
Excellence Finland
3) For further reading, please read “a value based approach to ideal type organizations” in this edition, Spiral
Dynamics (Beck and Cowan, 1996) and the website of the
Spiral Dynamics Organization (NVC consulting and
partners) at http://www.spiraldynamics.org.
4) See Van Marrewijk and Werre’s article “Multiple
Levels of Corporate Sustainability” in JoBE May 2003 on
DBR’s Value Audit (www.dbr.nl).
Abbreviations
4Q
BE
CS
CSR
CS-R
ECSF
EFQM
EC
Four Quadrants Model (Wilber)
Business Excellence
Corporate Sustainability
Corporate Social Responsibility
Corporate Sustainability and Corporate Responsibility
European Corporate Sustainability Framework
European Foundation for Quality Management
European Commission
Copyright © 2010 SciRes.
EU
GEM
GPTW
HPO
RSM
RTI
SDI
TQM
European Union
Global Excellence Model
Great Place to Work®
High Performance Organizations
Rotterdam School of Management
Research to Improve
Spiral Dynamics Integral
Total Quality Management
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