Integrerad rapportering
Sammenhængen mellem medarbejdertilfredshed, kundeloyalitet og virksomhedens resultater
Kristensen, K., Schmidt C., Nielsen, J., Burman, M. & Frederiksen, N.
Børsens Ledelseshåndbøger – Total Quality Management (2005), s. 1-26.
Denne artikel dokumenterer forholdet mellem kundetilfredshed, kundeloyalitet og virksomhedens finansielle resultater baseret på data fra den Danske Bank.
Vejen til succes i den finansielle sektor
Eskildsen, J. K., Antvor, H. & Rasmussen, S. S.
Børsens Ledelseshåndbøger – Knowledge Management (2003). 8.2.1-8.2.18.
Denne artikel er én af de første til at inkludere medarbejdertilfredshed i forklaringen af finansielle resultater. Analysen er baseret på data fra Fionia Bank (Amtssparekassen Fyn) 2000-2001.
Kan TQM betale sig?
Kristensen, K., Eskildsen, J. K. & Kristensen, T.
Børsens Ledelseshåndbøger, Total Quality Management (2004), 11.1.1-11.1.22.
Denne artiklen giver et overblik over både danske og internationale undersøgelser af forholdet mellem brugen af kvalitetsledelse og finansielle resultater. Konklusionen er den, at den altid betaler sig at arbejde med kvalitet.
Brugen af kvalitetsmodeller i den private sektor i Danmark
Kristensen, K., Juhl, H. J. & Eskildsen, J. K.
Børsens Ledelseshåndbøger – Total Quality Management (2005), 3.4.1-3.4.34.
Dansk Excellence Indeks er blevet indsamlet fem gange i perioden 1998-2003. Denne artikel giver et overblik over udviklingen gennem denne periode og indeholder nogle af de seneste resultater over forholdet mellem brugen af ledelsesmodeller og resultatsorienteret betaling.
Accountable Business Performance Measurement for Sustainable Busienss Excellence
Kristensen, K. & Westlund, A. H.
Total Quality Management & Business Excellence (2004), 15(5-6): 629-643.
This article introduces the concept of Accountable Business Performance Measurement (ABPM). ABPM is a set of requirements which measurements of intangible values such as customer and employee satisfaction measurements have to live up to if they are to be regarded as being trustworthy and reliable.
Management and External Disclosure of Intangible Assets
Kristensen, K. & Westlund, A. H.
European Quality (2001) 8(4): 60-64.
Intangible assets constitute a bigger and bigger share of the company’s overall market value, but despite this there is still no uniform way of assessing them. This article reviews several of the proposals for measuring methods which have been discussed, and sets out certain requirements that such models must be able to meet.
The predictive power of intangibles. Measuring Business Excellence (2003) 7(2): 46-54
Eskildsen, J. K., Kristensen, K. & Westlund A. H.
Compares the ABPM concept with studies of employee satisfaction, customer satisfaction and financial results at Fionia Bank (Amtssparekassen Fyn) 2000-2001.
This study was among the first to include employee satisfaction in explaining the financial results in the financial sector.
Benchmarking Excellence. Measuring Business Excellence (2001), 5(1): 19-23
Kristensen, K., Juhl H. J. & Eskildsen J. K.
This article contains a summary of the results from Danish Excellence Index 1998-2000. The use of management models is related to the financial results. Won the prize for best article in 2001.
Models that Matter. International Journal on Business Performance Management (2003), 5(1): 91-106
Kristensen, K., Juhl H. J. & Eskildsen J. K.
In this article, the degree of penetration and the effect of management models are treated on the basis of data from the Danish Excellence Index 1998-2000. The analyses show that it is only the Excellence model and Balanced Scorecard that have an effect when looking at all companies, but that it is only Balanced Scorecard which has an effect among small companies.
Private vs. Public Sector Excellence. TQM Magazine (2004), 16(1): 50-56
Eskildsen, J. K., Kristensen K. & Juhl H. J.
In 2001, the Danish Excellence Index was carried out for both public and private companies. This article contains a review of the different ways of working with Excellence in the private and public sectors in Denmark.
Towards a typology on companies striving for organizational excellence.
MAAOE V (2006), Sydney Australia: 157-174.
Kristensen, K. & Eskildsen J. K.
Many studies have focused on whether companies work differently with the Excellence concept depending on their size and sector. The study which is presented in this article distinguishes itself by identifying three different development steps which companies can find themselves on regardless of their size and industry.
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