Raziskovalno vprašanje (RV): Kako odlične organizacije dosegajo in trajno ohranjajo izjemne rezultate? Namen: Ugotoviti s kakšnimi merili in pristopi doseči trajno odlične rezultate, s ciljem ...ohranjanja izvrstnih rezultatov. Metoda: Za preučitev je bila uporabljena kvalitativna metoda pregleda domače in tuje literature ter dobrih praks. Rezultati: Z raziskavo je bilo potrjeno, da se izjemni rezultati trajno ohranjajo, ob upoštevanju vseh dejavnikov in vključevanju vseh zaposlenih po modelu odličnosti EFQM. Organizacija: Voditelji razvijajo, določajo, sodelujejo, krepijo in zagotavljajo uspešno obvladovanje sprememb v poslovanju organizacije. Družba: Odlične organizacije zagotavljajo in ohranjajo izvrstne rezultate, ki zadovoljujejo tako zunanje kot notranje deležnike. Originalnost: Organizacije za dosego odličnosti ter trajno ohranjanja stanja, ne gledajoč na dejavnost, ki jo opravljajo, bodo posegale po orodjih in modelih poslovne odličnosti. Omejitve/nadaljnje raziskovanje: Raziskovanje je možno nadgraditi na druge gradnike in model uporabiti v praksi kot implementacijo modela odličnosti EFQM 2013 v organizaciji. V nadaljevanju raziskavo razširiti na model EFQM 2020.
Purpose
This paper aims to investigate how business excellence (BE) custodians (BECs) design, develop and modify their BE frameworks (BEFs) and to provide a general framework for reviewing BEFs. The ...design process is important to understand as these BEFs are used to help organisations understand the components of BE to guide them towards world-class performance.
Design/methodology/approach
The first step was to identify all the BE awards (BEAs) worldwide and their BEFs by conducting a review of publicly available sources. This research was then limited to only those BEAs that were held no more than two years ago. Of these, 29 BECs (with active BEAs) in 26 countries agreed to participate in the research. Data was collected with the help of a survey and 13 BECs also undertook optional follow-up interviews.
Findings
In total, 56 countries and regions have 65 active BEAs with another 17 countries having BE initiatives. The EFQM excellence model and the Baldrige excellence framework are used by 37.7% and 14.5% of BECs worldwide, respectively. In total, 58.3% of the BECs review their BEFs once every three years or sooner, 100% of the BECs are confident in their BEFs’ fundamental concepts and 96.5% in their categories. There are fewer active BEAs now and the use of BE is potentially decreasing which suggests that more effort is required by the BECs in promoting BE.
Originality/value
This research collects data directly from the BECs on how BECs design and develop BEFs and provides a general framework for reviewing BEFs.
This research was undertaken to investigate how Business Excellence (BE) Custodians (BECs) within a country or region, promote BE. A review of the literature revealed a gap in the understanding of ...how BECs promote BE and that there is limited data on the popularity of BE worldwide. To address these issues a survey and structured interview was designed in collaboration with the Global Excellence Model (GEM) Council and 65 BECs were encouraged to participate in the research. In total, 29 BECs from 26 countries completed the survey whilst 13 also participated in optional structured interviews. BECs perceived that on average 11%-20% of CEOs and organisational heads were aware of BE and that awareness had slightly increased in the last three years, however, another key finding was that there is a lack of BE awareness data and lack in the rigour of data collection by the BECs. The promotional activity considered to be the most important to focus on and improve for the next few years and most impactful on awareness was 'marketing of BE to CEO's/senior managers/board of directors'. Best practices were identified such as collaborating with assessors to promote BE to their networks, making on-site presentations to explain BE frameworks, and carrying out BE impression surveys to estimate BE awareness levels. This research collected data directly from the BECs worldwide and investigated how they promote BE in their country/region. It provides recommendations on how BECs could improve their BE promotional activities to raise BE awareness levels.
This paper presents a bibliometric and thematic review of journal papers specifically related to BE frameworks (BEFs) that are used for national BE awards and advocated by the Global Excellence Model ...(GEM) Council. The paper will help researchers and practitioners locate relevant BE data and information more easily, and guide them on which journals in which to publish them. The research includes an assessment of the average citation rate per year and BE paper. 10,089 potential BE papers were initially identified from a keyword search of the Elsevier database, to ultimately identify 415 as BE papers. These papers were analysed and have subsequently been made available to all researchers in an excel file. This research found that: the peak in publishing BE papers was in 2019; Total Quality Management and Business Excellence is the most popular journal for publishing BE papers; the most popular research area is studying 'Design of BEFs' and there is potential for future research on 'Impact of BE'; and the average number of citations per year for a BE paper is 2.1, with the most cited paper achieving an average of 29.6 citations per year. The research includes recommendations on how researchers can increase their citation rate in this area.
The use of business excellence models (BEM) has become popular in the last two decades, and several companies have learned how to use them and gained from such models. More companies, we assume, have ...experienced problems when using such models because of various weaknesses such as too-sophisticated assessment criteria, excessive paperwork, cumbersome procedures and a lack of focus, which have limited its use in practice. To respond to some of those problems, a new overall business excellence framework (BEF) has been developed which recommends adaption instead of adoption of existing BEM. The suggested overall BEF helps to integrate BEM with management tools/techniques and the organisational culture/characteristics for guiding an organisation towards business excellence. A document-based empirical case of a world-class company, Boeing Aerospace Support, was investigated to illustrate how the overall BEF may work in practice as a complement to an existing BEM when companies adapt such models to their specific contexts.
Purpose The purpose of this study is to address a critical gap in the existing literature on business excellence implementation. While various studies have examined different aspects of business ...excellence, there is still a lack of comprehensive research on the optimal organizational excellence architecture (OEA) for an award-winning business excellence journey. The absence of a unified framework has led to inconsistent practices across organizations. The aim of this research based on data collected from 50 organizations across 17 countries is to address this gap and present a refined OEA model. Design/methodology/approach This study employed quantitative and qualitative data collection methods. Member organizations from the Global Excellence Model (GEM) Council participated through an online survey administered via the Qualtrics software platform. Quantitative data were analyzed using the SPSS and Microsoft Excel software tools, while content analysis techniques were applied to the qualitative data to gain detailed insights. Findings The findings refine and extend the OEA model. These contributions lead to a refined OEA definition and open avenues for future research, enriching the current understanding of BE implementation. Originality/value This study introduces a novel concept of OEA to the literature on business excellence implementation. The refined OEA model provides a fresh perspective on the critical components necessary for an award-winning business excellence journey. This research offers significant value to both practitioners and academics by presenting a unified approach to BE implementation, effectively addressing the previously identified gap in BE research.
Technology in education, including language learning, is on the rise. Digital competency is essential for teachers to effectively integrate technology and enhance language teaching. It enables access ...to authentic materials, interactive exercises, and collaboration opportunities. However, integrating technology poses challenges for teachers.
This empirical research aimed to investigate the impact of digital competency on language learning outcomes in the context of "smart education," which incorporates sustainable practices and digital technologies in the language classroom.
The study adopted a quantitative approach to collect and analyze data. The sample population for the study comprised of 344 language teachers at various language schools in a metropolitan city. The data collection carried out with a digital competency questionnaire. The data were analyzed using descriptive statistics and multivariate technique, i.e., structural equation modeling.
The study found that digital competency positively correlated with language proficiency outcomes. Participants with higher levels of digital competency achieved better language learning outcomes compared to those with lower levels of digital competency. Additionally, the study found that incorporating sustainable practices, such as digitalized learning materials and virtual classrooms, positively contributed to language learning outcomes. The findings of this study suggest that digital competency plays a vital role in language learning outcomes in the context of "smart education."
Teachers should consider incorporating digital tools and sustainable practices into their language teaching to enhance language learning outcomes. The study recommends that language educators should focus on developing digital competency and integrating sustainable practices into their language classroom to promote effective language learning.
The purpose of this paper is to investigate data relating to the outcomes of enterprise and entrepreneurship education (EEE) activity in UK higher education institutions (HEIs). This is achieved via ...the use of data obtained from the Research Excellence Framework (REF), the Teaching Excellence and Student Outcomes Framework (TEF), the Knowledge Excellence Framework (KEF) and the Higher Education Business and Community Interaction (HE-BCI) survey. Overall, the analysis suggests, powerfully, that EEE impacts research, teaching and knowledge exchange in a variety of ways. Firstly, it shows that EEE, in terms of the REF, may be up to 46 times more impactful than other management disciplines. Secondly, with regard to TEF submissions, it highlights a positive relationship between the use of the EEE terms and the award level achieved. Finally, research also demonstrates a link between membership of certain HEI mission groups and improved KEF metrics when compared to the sector averages. There is a clear need to research how to develop successful EEE interventions and demonstrate their impact on the graduate, the university ecosystem and the wider economy. These data sources and methodology have not previously been used to develop a narrative for EEE across a university sector in the UK.
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