EFQM is one of the popular business excellence modelling frameworks and is globally accepted in several countries to motivate organisations to formulate strategies for the continual improvement of ...organisational processes leading to excellence. This paper tracks the historical evolution of the EFQM model and dissects the model to its most fundamental elements for analysis and synthesis. The paper aims at understanding the process of evolution of the EFQM model and identifying the major changes in the new EFQM model (2020). In the second stage, an in-depth analysis of the evolution of the EFQM 2020 vis-a-vis the EFQM 2012 model is presented. Lastly, the relationship between EFQM and Industry 4.0 is presented. The research brought to the fore several interesting findings which include the changes in the criteria and sub-criteria of the model over the time. The research points out that the EFQM model is moving towards a generic model with a focus on the futuristic requirements of the organisations rather than merely a business excellence model and/or just a quality award enablement model. The research has been carried out based on the current understanding and available information.
Does culture matter for the EFQM model application? Giménez Espín, Juan Antonio; Costa, Micaela Martínez; Jiménez, Daniel Jiménez
Total quality management & business excellence,
02/2023, Letnik:
34, Številka:
3-4
Journal Article
Recenzirano
The main objective of this paper is to analyse which kind of organisational culture is most suitable for the successful application of the EFQM model in the manufacturing sector. Partial Least ...Squares (PLS) was employed with data from a sample of 200 Spanish companies. Two managers in each organisation provided the data for analysis. The results of the empirical analysis identify the relationships between some of the variables, and contribute to the understanding of how the organisational culture can be a key factor in the company's success by facilitating the utilisation of the EFQM enabling criteria. This research highlights the importance of an orientation towards a culture of control and stability that can support the use of the principles and results suggested by the EFQM model. The research fills the gap in the literature regarding the relationship between organisational culture and EFQM model application. The findings suggest the possibility that TQM and the EFQM model could require different organisational cultures for success.
The aim of this article is to identify the possibility of developing a set of good practices that fit into the idea of effective sustainability management. According to the authors, this is possible ...through the implementation of the EFQM model in organisations. However, in order to confirm this thesis, it is necessary to identify the guidelines of the model and assess the status of implementation of the above model in selected organisations.
Verifying the hypothesis required a literature study, the results of which were practically verified by empirical research of a qualitative nature. The literature research used a systematic literature review, which enabled the authors to identify key literature items discussing the EFQM model. The results of the literature research will be presented in the first section of the article. The literature research was complemented and verified by empirical qualitative research in which the authors applied a case study analysis of selected business entities that have implemented the EFQM method. The case study was complemented by interviews conducted with the organisation's managers and two focus groups.
The research carried out enabled the authors to develop and identify recommendations that could constitute a set of good practices enabling the realisation of the idea of effective sustainability management through the application of the EFQM model.
Today, the focus on organizational knowledge management as one of the strategic and key areas of organizational improvement and excellence is growing. The special place of knowledge management in ...standards and models of organizational improvement and excellence has changed in the past few years and it is now evaluated as one of the main business areas of the organization. This change is quite noticeable and significant in the new version of the European Quality Management Foundation (EFQM) organizational excellence model, published in 2020. On the other hand, applying a comprehensive and international model in order to promote and improve organizational knowledge management is one of the issues and challenges ahead of the organizations. Accordingly, the purpose of this study is to investigate the impact of improving knowledge management deployment as one of the main components of organizational value chain and its final impact on strategic and operational performance of the organization, using the new model of excellence edition 2020. The statistical population of the present study is over 90 companies and institutes affiliated to the Executive Headquarters of Imam Khomeini’s Command Organization, with the experience in participating in the process of organizational excellence evaluation. A number of 67 expert questionnaires were sent and completed. To analyze the data, the structural equation modeling approach with partial least squares method and Smart PLS software was used. The results show that the new model of organizational excellence is a good framework for improving the establishment of knowledge management, in terms of deepening the issue of knowledge management, especially from the aspects of organizational culture, knowledge-based leadership and knowledge interaction with the key stakeholders and, ultimately leads to improved strategic and operational performance.
This research, aims to analyse the EFQM 2020 Model, supported by a literature review and content analysis, to identify its theoretical foundations and the more relevant novelties compared with the ...2013 version. The EFQM 2020 Model is based on the link between an organisation's purpose and strategy, aligned with the United Nations Sustainable Development Goals (SDGs), to simultaneously deliver performance and ensure transformation, creating enduring value for its key stakeholders and achieving remarkable results. The model adopts a strategic management lens and fits well in the Business Model description. The term excellence is no longer explicitly present, replaced by 'outstanding' (the best it can be). The model is less prescriptive compared to the 2013 version and comprises seven criteria grouped in three dimensions, Direction (why), Execution (how), and Results (what), supported by 23 Criterion Parts and 2 Results Criterion, plus 112 guidance points, and the RADAR assessment tool. Business Excellence Models are mainly designed with contributions from leaders and business experts. Nevertheless, on a theoretical level, several management theories support the EFQM 2020 Model. Although restricted to conceptual and theoretical analysis, this analysis can help academics and business leaders understand this novel model and support future empirical research.
Abstract
A collective action approach to rice seed production is an inclusive method involving the community’s active participation at all stages of its execution. This all-inclusive strategy, ...however, has yet to be thoroughly investigated and published. This study explored how and to what degree an inclusive rice seed business of Gapoktan, based on a collective action approach, might be deployed in a sustainable rice seed company run by community groups. The research comprised the following stages: (1) establishment of a seed production business institution, (2) production of rice seeds, and (3) self-assessment of the performance of the seed production business institution. Institutional data were acquired through a questionnaire that references the European Foundation for Quality Management’s (EFQM) methodology. Three dimensions used were direction (purpose, vision, and strategy; organizational culture and leadership); execution (engaging stakeholders; coasting sustainable value; driving performance transformation); and result (stakeholder perceptions; strategic and operational performance). The study suggests essential findings: The organizational structure of rice seed producers formed is complete regarding its operational functions. The rice seeds produced by Gapoktan have met both the volume and quality standards. From a financial perspective, this rice seed production unit is feasible for further development. However, their social orientation is still relatively high and needs to be more profit-oriented. Uniquely, not all members buy and use Gapoktan seeds. As a result, additional efforts are necessary to provide exceptional service to Gapoktan members.
Purpose
This paper aims to adopt Cameron and Quinn’s analysis of organizational culture and March’s learning framework to analyze the type of organizational culture (OC) that promotes learning ...competences and whether exploration and exploitation competences (ambidexterity) improve the European Foundation of Quality Management (EFQM) results (excellent results). In addition, this research tests if these competences exercise a mediating effect in the relationship between OC and performance.
Design/methodology/approach
A model is proposed whose relationships have been tested using structural equations. The sample was obtained from the SABI database. Two hundred valid questionnaires were returned via a webpage, in which four managers from each of the 200 organizations responded.
Findings
The results support the proposed relationships. Adhocracy, hierarchy and market culture have a positive relationship with excellent results. A hierarchical culture develops exploitation competences, and a market culture develops learning ambidexterity. Moreover, exploration and exploitation increase results. Finally, these two cultures indirectly influence results through exploration and exploitation competences.
Research limitations/implications
The proposed model can help managers who implement the EFQM model to better understand how the culture of their organization promotes learning and how these two variables improve their performance.
Practical implications
Because the EFQM model requires organizations to use a knowledge management system to enhance the effect of the enabliers criteria on excellent results, the managers of these companies must know that only market and hierarchy cultures are suitable for it. Besides, this study highlights the importance of two cultural values for the implementation of the EFQM Model and, therefore, to promote excellent results: market orientation and process control.
Originality/value
This study fills an existing gap in the literature by combining exploitation, exploration, OC and EFQM results in a single model and highlights the importance of market orientation and process control for excellent results and knowledge exploration and exploitation.
Purpose: The research aims to study the measurement of the performance of accounting units level of the research sample by using the Federal quality Model European (EFQM)
...Design/methodology/approach: the (EFQM) which included seven dimensions "Leadership, Strategic Planning, External Focus, Information and Analysis, Faculty / Staff and Workplace Focus, Process Effectiveness & Outcomes and Achievements" And its effect on the Control Environment, which includes three dimensions: "Integrity, management philosophy and commitment to powers" . the sample is supervisory units of colleges affiliated with the University of Baghdad in Iraq, and a sample was chosen that included fifty-one individuals in the accounting departments.
Originality/value: we scale has been developed to examine the measurement of the performance of accounting units level of the research sample under the Federal quality Model European (EFQM).
Findings: That these units are located at the first level of the model, which is the lowest level at which economic unit can emerge, which indicates that the economic unit must give priority to improvement, as it was noted that this performance had an effective impact in achieving an effective control environment in the unit the research sample, and this means that the level of performance, whatever its quality, it affects the control environment, except that whenever The quality was high and the effect was better.
The main purpose of this study is to investigate the impacts of intellectual capital (IC) on the firm's performance. Using a sample of 336 Czech firms, including 20 certified firms from the European ...Foundation for Quality Management (EFQM) Excellence Model from 2015 to 2019, the current study employed pooled regression to test the hypotheses. The dummy variable and dummy interaction terms are used to study the relationship between components of IC of certified firms from the EFQM Model with firm performance. Most of the significant results of the IC components of the certified firms and non-certified firms positively impact firm performance. The findings revealed that the quality certificate from the EFQM Excellence Model has a positive effect on the firm's performance. The outcomes of the current study offer new and deeper insight into how each component of IC of the certified and non-certified firms relates to the firm's performance.
EFQM (European Foundation for Quality Management) was established in 1988, by 14 leading European organizations with the mission of being the driving force of Sustainable Excellence in Europe and the ...vision of a world in which European institutions achieve excellence and is a non-profit organization based on the membership system. In this study, the satisfaction of the employees, one of the criteria of the EFQM excellence model, is tried to be measured. For this purpose, the evaluation of the situation according to the EFQM criteria at the Private Hospitals in Konya/Turkey, which conducts quality studies in line with EFQM model, is aimed to determine the level of satisfaction of the hospital department managers. As a result of the study, the satisfaction of the staff of the hospitals is at a moderate level. Also, managers' satisfaction levels do not change according to the department they work in. It is observed that the people in the management level benefit the employees to raise the working standards.
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