Business excellence model: an overarching framework for managing and aligning multiple organisational improvement initiatives

Business Excellence Models (BEMs) are used by organisations to assess and improve their work practices and performance. The authors’ research identified that there are currently 94 national Quality/Business Excellence (BE) Awards used in 83 countries. While the use of BEMs is widespread, it was identified that many organisations wanted guidance in terms of which improvement initiatives to implement to assist them on their BE journey. This paper discusses how the BEM can be used as an overarching framework for managing and/or aligning multiple improvement initiatives within the organisation. A new model is developed showing some of the main improvement initiatives that can be adopted towards achieving BE, which are arranged according to the common enabling criteria of BEMs and levels of BE maturity. This proposed model can be used as a pathway/roadmap to BE. In developing this model, a literature review, a document review and several semi-structured interviews were conducted. Sixteen quality and BE experts were interviewed in New Zealand, Singapore, and Malaysia

Seeking organisational excellence by using the information coming from the EFQM excellence model as starting point: application to a real case

This paper describes how to use the information coming from applying the EFQM excellence model to analyse the perception that the members of an organisation have of it regarding their business vision. Such an analysis is made on the basis of the EFQM excellence model criteria and by applying statistical data analysis techniques. With this study, besides detecting both the strong and weak areas of actuation on which an organisation should focus and act, it is also possible to detect the relationships between the personal characteristics of members of the organisation and their business vision. The main goal is that organisations are able to reach excellence by jointly using an assessment method (the EFQM excellence model) and posterior statistical data analysis techniques (uni-variant and multi-variant). These techniques enable one to complement and enlarge the potential of the EFQM excellence model. Finally, the procedure is illustrated by presenting the main results of applying it to a real case of the Permanent Training Centre of the Polytechnic University of Valencia in Spain. © 2011 Taylor & Francis.Alfaro Saiz, JJ.; Carot Sierra, JM.; Rodríguez Rodríguez, R.; Jabaloyes Vivas, JM. (2011). Seeking organisational excellence by using the information coming from the EFQM excellence model as starting point: application to a real case. Total Quality Management and Business Excellence. 22(8):853-868. doi:10.1080/14783363.2011.597595S853868228Carlos Bou‐Llusar, J., Escrig‐Tena, A. B., Roca‐Puig, V., & Beltrán‐Martín, I. (2005). To what extent do enablers explain results in the EFQM excellence model? International Journal of Quality & Reliability Management, 22(4), 337-353. doi:10.1108/02656710510591192Calvo‐Mora, A., Leal, A., & Roldán, J. L. (2006). Using enablers of the EFQM model to manage institutions of higher education. Quality Assurance in Education, 14(2), 99-122. doi:10.1108/09684880610662006Dale, B. G., Zairi, M., Van der Wiele, A., & Williams, A. R. T. (2000). Quality is dead in Europe – long live excellence ‐ true or false? Measuring Business Excellence, 4(3), 4-10. doi:10.1108/13683040010377737Eskildsen, J. K., Kristensen, K., & Jørn Juhl, H. (2001). The criterion weights of the EFQM excellence model. International Journal of Quality & Reliability Management, 18(8), 783-795. doi:10.1108/eum0000000006033Farrar, M. (2000). Structuring success: A case study in the use of the EFQM Excellence Model in school improvement. Total Quality Management, 11(4-6), 691-696. doi:10.1080/09544120050008084Hides, M. T., Davies, J., & Jackson, S. (2004). Implementation of EFQM excellence model self‐assessment in the UK higher education sector – lessons learned from other sectors. The TQM Magazine, 16(3), 194-201. doi:10.1108/09544780410532936Li, M., & Yang, J. B. (2003). A decision model for self‐assessment of business process based on the EFQM excellence model. International Journal of Quality & Reliability Management, 20(2), 164-188. doi:10.1108/02656710310456608Martín‐Castilla, J. I., & Rodríguez‐Ruiz, Ó. (2008). EFQM model: knowledge governance and competitive advantage. Journal of Intellectual Capital, 9(1), 133-156. doi:10.1108/14691930810845858McAdam, R., & Welsh, W. (2000). A critical review of the business excellence quality model applied to further education colleges. Quality Assurance in Education, 8(3), 120-130. doi:10.1108/09684880010372716Ruiz-Carrillo, J. I. C., & Fernández-Ortiz, R. (2005). Theoretical foundation of the EFQM model: the resource-based view. Total Quality Management & Business Excellence, 16(1), 31-55. doi:10.1080/1478336042000309857Rusjan, B. (2005). Usefulness of the EFQM excellence model: Theoretical explanation of some conceptual and methodological issues. Total Quality Management & Business Excellence, 16(3), 363-380. doi:10.1080/14783360500053972José Tarí, J. (2006). An EFQM model self‐assessment exercise at a Spanish university. Journal of Educational Administration, 44(2), 170-188. doi:10.1108/09578230610652051Wongrassamee, S., Simmons, J. E. L., & Gardiner, P. D. (2003). Performance measurement tools: the Balanced Scorecard and the EFQM Excellence Model. Measuring Business Excellence, 7(1), 14-29. doi:10.1108/13683040310466690Yang, J. B., Dale, B. G., & Siow, C. H. R. (2001). Self-assessment of excellence: An application of the evidential reasoning approach. International Journal of Production Research, 39(16), 3789-3812. doi:10.1080/0020754011006907

Human Resource Flexibility as a Mediating Variable Between High Performance Work Systems and Performance

Much of the human resource management literature has demonstrated the impact of high performance work systems (HPWS) on organizational performance. A new generation of studies is emerging in this literature that recommends the inclusion of mediating variables between HPWS and organizational performance. The increasing rate of dynamism in competitive environments suggests that measures of employee adaptability should be included as a mechanism that may explain the relevance of HPWS to firm competitiveness. On a sample of 226 Spanish firms, the study’s results confirm that HPWS influences performance through its impact on the firm’s human resource (HR) flexibility

Sustainability and Quality Management: has EFQM fostered a sustainability orientation that delivers to stakeholders?

Purpose: As a Quality Management framework, the European Foundation for Quality Management (EFQM) Excellence Model has stakeholder management at its core. In EFQM (2012), based on which assessments were made until 2021, “creating a sustainable future” was a fundamental principle, but how it translated to a Sustainability Orientation and delivered to stakeholders remains questionable. This study investigates the Sustainability Orientation within EFQM (2012) and its associations with Results for stakeholders. Methodology: Longitudinal assessments of recognized-for-excellence organizations by a partner of EFQM are considered. Using factor analysis, scores on the sub-criteria that defined “creating a sustainable future” are investigated, and a Sustainability Orientation is inferred. Panel regressions and structural equation modelling assess the correlations between Sustainability Orientation and Results. A qualitative analysis follows, where sustainability reports from role-models within this population are text mined to examine whether and how they reflected the guidance in EFQM (2012) concerning “creating a sustainable future”. Findings: Direct and indirect positive associations between the Sustainability Orientation implied by EFQM (2012) and stakeholder-performance are confirmed. Yet, inferences from text mining of reported priorities of role-models of excellence illustrate that EFQM (2012) might have driven different strategies towards sustainability. Originality: Despite conceptualizations that the EFQM model embeds a Sustainability Orientation, to the best of our knowledge, its existence and likely impact remain to be examined.By combining longitudinal statistical analysis, structural equation models and text mining, consistent insights on the link between Sustainability Orientation and organizational performance are obtaine

Dynamic MCDM with future knowledge for supplier selection

Dynamic multi-criteria decision making (DMCDM) is an emerging subject in the decision-making area and in the last decade the challenge to consider time as an important variable has become important. Some frameworks already exist in this area but when compared with other types of decision-making models, DMCDM needs more work to be applicable in real industrial problems. In this work we extend a dynamic spatial-temporal framework, designed to deal with historical data (feedback), to address the problem of considering future information/knowledge (feed-forward). The main objective is to enrich dynamic decision-making models with explicit knowledge (existing historical data) and tacit knowledge (e.g. expert predictions) in time-evolving problems, such as supplier selection. Considering supplier-predicted information for future situations (e.g. investments in capacity) and, simultaneously, learning from historical data can help a company to find less risky and consistent alternatives. The proposed model is successfully implemented in a real case study for supplier selection in one automotive industry to demonstrate the capability and applicability of the model.- (undefined