What makes excellence models excellent: a comparison of the American, European and Japanese models

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Asfa Muhammad Din ◽  
Muhammad Asif ◽  
Muhammad Usman Awan ◽  
George Thomas
Keyword(s):  
Stakeholder Engagement ◽  
Design Methodology ◽  
Performance Excellence ◽  
Qualitative Comparison ◽  
Content Type ◽  
Baldrige Criteria ◽  
Efqm Model ◽  
Business Excellence ◽  
European Foundation ◽  
Practical Implications

PurposeThis paper compares three business excellence models (BEMs): Baldrige criteria for performance excellence (BCPE), European Foundation for Quality Management (EFQM) model and Deming Prize (DP) model, representing American, European and Japanese excellence models, respectively. These models are compared in terms of contents, scope, orientation, emphasis and administration.Design/methodology/approachUsing an inductive-deductive approach, the paper identifies and compares the contents, core values, unique features, points of emphasis and the overall approach of these models.FindingsSignificant differences exist in these models, and that none of these models is perfect. Overall, the BCPE is results-oriented, mainly economic-focused, explicit in presenting requirements and better structured. The EFQM model provides an augmented focus on sustainability, stakeholder engagement and inclusivity. The DP model is an internally oriented TQM model that focuses on processes improvement as a means to excellence.Practical implicationsThe findings can guide managers regarding what they should expect from the application of excellence models and make better decisions regarding the choice of excellence models. Further, these findings can provide a foundation for updating the excellence models.Originality/valueThis paper stands alone as a qualitative comparison of BEMs in terms of contents, scope, administration and emphasis on excellence related matters.

An exploratory study of the results of the implementation of EFQM in private Spanish firms

2019 ◽  
Vol 36 (3) ◽  
pp. 331-346 ◽  
Author(s):  
Raquel Gómez-López ◽  
Ana Maria Serrano-Bedia ◽  
María Concepción López-Fernández
Keyword(s):  
Design Methodology ◽  
Descriptive Analysis ◽  
Implementation Process ◽  
Content Type ◽  
Business Excellence ◽  
European Foundation ◽  
Results Orientation ◽  
Competitive Priority ◽  
Practical Implications ◽  
Open Issues

PurposeThe implementation of business excellence models is becoming a key competitive priority for companies, but the type of results they obtain by implementing such models and the importance of such results remain open issues. The purpose of this paper is to clarify the results obtained by companies that implement the European Foundation for Quality Management (EFQM) excellence model, with a focus on their importance and nature.Design/methodology/approachAn empirical study was conducted in 68 Spanish firms that were immersed in the process of implementing EFQM. The methodology consists of a descriptive analysis and factor analysis in order to determine which groups of results are the most important. Finally, clusters of firms are analyzed to establish their profile in relation to these groups, using cluster analysis.FindingsThis study shows that the main results of the implementation of EFQM are an improvement in the external image of the company and an increased efficiency of internal processes. In addition, the results can be grouped into internal results, human resources results and economic results, with the first group being the most important. Finally, the results show that there are three groups of firms, categorized according to their results orientation: highly results-oriented, moderately results-oriented and minimally results-oriented.Practical implicationsCompanies are in a better position to anticipate and solve the problems that may arise during the implementation process if they understand the results of the implementation of EFQM, along with the motivations for and barriers to the implementation. Also, this research shows that the bodies promoting and motivating quality should make a special effort to emphasize the importance of non-financial results in companies that implement EFQM.Originality/valueThis paper extends the knowledge in the field of business excellence models by developing an instrument to measure implementation results from the perspective of quality managers who were specifically appointed to lead the implementation of the EFQM excellence model in companies.

Excellence models as complex management systems

2018 ◽  
Vol 24 (6) ◽  
pp. 1321-1338 ◽  
Author(s):  
Rick Edgeman
Keyword(s):  
Empirical Evidence ◽  
Design Methodology ◽  
Unify Theory ◽  
Management Theory ◽  
Management Systems ◽  
Performance Excellence ◽  
Content Type ◽  
Business Excellence ◽  
Baldrige Performance Excellence ◽  
Operational Excellence

Purpose When appropriately implemented, excellence models such as the Shingo operational excellence model (SOEM), Baldrige performance excellence model and EFQM business excellence model aid enterprise quests for sustained superior results across varied dimensions. Evidence supporting this statement abounds in the literature and in practice. The models, however, tend to be driven by experience, rather than grounded in theory. The purpose of this paper is to explore theoretical underpinnings for such models, with the SOEM used for illustrative purposes. Design/methodology/approach Management theory, systems theory and excellence modeling are integrated to yield a complex management systems based operational excellence model. Correspondence of this model with the SOEM is explored. Key elements considered include contextual factors external to the enterprise, diverse stakeholders, mediating forces, enterprise culture and representative enterprise processes. Findings Understanding the theoretical underpinnings of excellence models—their elements and the interactions and synergies of these elements—enables more sure adaptation of such models to specific enterprise contexts, and more sure course corrections whenever corrections are needed. Originality/value Many excellence models exist, their usefulness largely validated by anecdotal or empirical evidence. Such validation is important, but falls short of theoretically grounding these models. The approach taken herein serves to unify theory, empirical evidence and anecdotes, thus placing excellence models on more solid ground.

A different outlook on othering

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Joan F. Marques
Keyword(s):  
Design Methodology ◽  
Behavioral Pattern ◽  
Social Implications ◽  
Performance Excellence ◽  
Content Type ◽  
New Horizons ◽  
Practical Implications

Purpose To encourage those who feel victimized by the tendency of “othering” or being part of an “outgroup” in any organization, in perceiving this reality from a more constructive angle. Design/methodology/approach A reflective viewpoint, supported by observations, conversations, and readings. Findings Othering exists, but it is a perspective that we can choose as a source of oppression or growth. Practical implications Considering the five ideas in this article can assist readers in becoming more resilient and positive members of their work- and other environments. Social implications As more people decide to rethink othering, the ridiculousness of the entire tendency may get deposed, and othering may become an obsolete behavioral pattern. Originality/value Presenting five ideas pertaining to performance excellence, making a constructive difference, keeping a mindset of elevating rather than defeating perspectives, maintaining dignity, and moving to new horizons. Through these five ideas, the author proposes a constructive perspective to a trend that is usually considered discriminatory and subjugating.

The Baldrige Award’s falling fortunes

2019 ◽  
Vol 26 (6) ◽  
pp. 1972-1994 ◽  
Author(s):  
David Cook ◽  
Weiyong Zhang
Keyword(s):  
Exploratory Study ◽  
Design Methodology ◽  
Substitution Effect ◽  
Iso 9000 ◽  
Performance Excellence ◽  
Content Type ◽  
Management Fashion ◽  
And Performance ◽  
Practical Implications

Purpose The purpose of this paper is to explore two explanations for the Baldrige Award’s decline. The management fashion literature suggests that it is a waning management fad, and the marketing choice literature suggests the likely presence of an ISO 9000 substitution effect. Design/methodology/approach This exploratory study utilizes data collected on Baldridge Award applications, publications, ISO 9000 certifications and economic indicators. These data are contrasted to explore patterns and trends, and correlation analyses conducted to reveal the plausibility of the fad and substitution effect explanations for the Baldrige Award’s decline. Findings Data analysis confirms the Baldrige Award’s prolonged decline and strongly suggests it is in the final stage of a management fashion life cycle with support provided for the presence of an ISO 9000 substitution effect. Research limitations/implications Many organizations have shifted their attention away from the Baldrige as a means to quality and performance excellence, and there is evidence that the ISO 9000 standards are a viable substitute. Practical implications The Baldrige Program has served its purpose with the Baldrige Award being the pinnacle of recognition for performance excellence achievement. However, the Award is in decline and the Baldrige Program is on a path to financial exigency. The Baldrige must be reframed to recover its role as the preeminent approach to performance excellence. Originality/value The paper satisfies the need to examine potential causes for the diminishing role of the Baldrige Award and challenges both academicians and practitioners to reexamine the Baldrige Program.

An investigation of designing, developing and modifying business excellence frameworks

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Saad Ghafoor ◽  
Nigel Peter Grigg ◽  
Robin Mann
Keyword(s):  
Quality Management ◽  
Design Process ◽  
General Framework ◽  
Design Methodology ◽  
Research Data ◽  
Content Type ◽  
Business Excellence ◽  
European Foundation ◽  
World Class

Purpose This paper aims to investigate how business excellence (BE) custodians (BECs) design, develop and modify their BE frameworks (BEF’s) 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 was 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 European Foundation for Quality Management (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.

An EFQM excellence model for integrated healthcare governance

2015 ◽  
Vol 28 (2) ◽  
pp. 156-172 ◽  
Author(s):  
Carlo Favaretti ◽  
Paolo De Pieri ◽  
Emanuele Torri ◽  
Giovanni Guarrera ◽  
Fabrizio Fontana ◽  
...  
Keyword(s):  
Integrated Management ◽  
System Level ◽  
Change Processes ◽  
Self Assessment ◽  
Content Type ◽  
Integrated Management System ◽  
Efqm Model ◽  
Unique Experience ◽  
European Foundation ◽  
Practical Implications

Purpose – The purpose of this paper is to account for a ten-year experience with the European Foundation for Quality Management (EFQM) Excellence Model implemented in the Trento Healthcare Trust. Design/methodology/approach – Since 2000, the EFQM Excellence Model provided an overarching framework to streamline business process governance, to support and improve its enablers and results. From 2000 to 2009, staff performed four internal (self) and four external EFQM-based assessments that provided guidance for an integrated management system. Over the years, key controls and assurances improved service quality through business planning, learning and practice cycles. Findings – Rising assessment ratings and improving results characterized the journey. The average self-assessment score (on a 1,000 points scale) was 290 in 2001, which increased to 610 in 2008. Since 2006, the Trust has been Recognized for Excellence (four stars). The organization improved significantly on customer satisfaction, people results and key service delivery and outcomes. Practical implications – The EFQM Model can act as an effective tool to meet governance demands and promote system-level results. The approach to integrated governance discussed here may support similar change processes in comparable organizations. Originality/value – The paper describes a unique experience when implementing EFQM within a large Italian healthcare system, which had a broader reach and lasted longer than any experience in Italian healthcare.

scholarly journals What is the effect of size on the use of the EFQM excellence model?

2016 ◽  
Vol 36 (12) ◽  
pp. 1800-1820 ◽  
Author(s):  
Ana B. Escrig ◽  
Lilian M. de Menezes
Keyword(s):  
Best Practices ◽  
Structural Equations ◽  
Content Type ◽  
Perceived Performance ◽  
Efqm Model ◽  
Business Excellence ◽  
Universal Approach ◽  
European Foundation ◽  
Structural Equations Models ◽  
The Impact

Purpose By contrasting a contingency with a universal approach to business excellence models (BEMs), the purpose of this paper is to investigate the effect of size on the use of the European Foundation for Quality Management (EFQM) model by organizations that were officially “Recognized for Excellence” in Spain. It considers the potential differences between large organizations and SMEs on the level of adoption of EFQM criteria and on the impact that enablers-criteria may have on key performance measures. Design/methodology/approach This study uses actual sub-criteria and criteria scores attained by organizations in their assessment for EFQM recognition. Scores of a population of 216 organizations are analyzed via analysis of variance, factor and structural equations models. Findings Although there are some criteria in the EFQM model that appear to be universally adopted irrespective of size, the empirical analyses indicate that size may shape the adoption of other criteria and the impact that enablers can have on results, thus supporting a contingency perspective. Moreover, the findings call for the revision of the relationships embedded in the EFQM model. Originality/value In contrast to most previous research, which relied on surveys of managers’ perceptions, this study uses the actual scores achieved by organizations in their assessment for EFQM recognition. It addresses the effect of size on the whole model, which so far has been neglected in the literature. All in all this study contributes to the literature on contingency approaches to best practices, and more specifically to BEMs. To the practitioner, it provides guidelines for addressing perceived performance gaps in their pursuit of recognition for excellence.

Seeing knowledge

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Knowledge Transfer ◽  
Competitive Advantage ◽  
Case Studies ◽  
Stakeholder Engagement ◽  
Design Methodology ◽  
Reading Time ◽  
Knowledge Visualization ◽  
Content Type ◽  
Pertinent Information ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Knowledge visualization is a crucial tool for managers of organizations to adopt in order to boost competitive advantage through stakeholder engagement and knowledge transfer. Originality/value The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

HR professionals cultivating resilience and crisis awareness toward a business excellence environment

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Christina Nizamidou ◽  
Fotios Vouzas
Keyword(s):  
Design Methodology ◽  
Relevant Literature ◽  
Research Model ◽  
Content Type ◽  
Greek Organizations ◽  
Business Excellence ◽  
Research Findings ◽  
High Level ◽  
Practical Implications

PurposeThis paper explores how resilience may mitigate the impacts of a crisis and at the same time foster business excellence. Additionally, it seeks to analyze the role of HR department (HRD) in cultivating resilience and crisis awareness.Design/methodology/approachIn order for the authors to assess their hypotheses, a research model was conceptualized and tested by conducting an empirical study in Greek organizations that enlist the largest number of employees in Greece, belonging to various corporate sectors. Following the review of the relevant literature on resilience, business excellence and crisis management (CM), the research model and research hypotheses are presented.FindingsThe empirical section illustrates the statistical analysis of the collected data and the test of the research hypotheses. The authors managed to validate their research hypotheses through the research. The research demonstrated that promoting resilience and crisis awareness in a business excellence environment can reinforce the role of HRD aiming to overcome crises.Practical implicationsFollowing the research findings, the implications for managers and organizations are presented alongside with the research limitations. Managers and HRDs can review their mindset towards resilience. Thus, they may reevaluate their CM plans and processes according to the research findings.Originality/valueThe extended literature review proved that limited studies deal with the contribution of resilience regarding CM and business excellence. The originality of the present is to promote the cultivation of resilience in line with a high level of acquaintance with CM procedures to the dynamic role of HRD in terms of CM.

Routinizing peak performance and impacts via virtuous cycles

2017 ◽  
Vol 21 (3) ◽  
pp. 261-271 ◽  
Author(s):  
Rick Edgeman
Keyword(s):  
Design Methodology ◽  
General Structure ◽  
Peak Performance ◽  
Performance Excellence ◽  
Content Type ◽  
Lean Enterprise ◽  
Baldrige Performance Excellence ◽  
The One ◽  
Operational Excellence ◽  
Practical Implications

Purpose The purpose of this paper is to improve the ability of enterprises to routinely realize peak performance and produce positive social and environmental impact. Design/methodology/approach An acknowledged operational excellence model – the one behind the globally recognized Shingo Prize for Operational Excellence – is examined in relation to positive reciprocal behavior and the value of creating and reinforcing processes that “pile good upon good” in form of virtuous improvement cycles. Findings Embedding virtuous reciprocity cycles in enterprise culture and routines can help to routinize peak performance. Research limitations/implications Only the Shingo Operational Excellence Model is examined so that other well-known alternatives such as the Malcolm Baldrige Performance Excellence Model and EFQM Excellence Model are not examined. That said, the general structure and content of most excellence models is sufficiently similar that the approach taken herein would likely yield analogous conclusions. Practical implications Inherent in “practices” is that enterprises seek to routinize successful approaches to performance and impact, usually via contextualized implementation of excellence models or “programs” such as lean enterprise. Social implications Offered is one means of creating more positive enterprise cultures. Enterprises with more positive cultures have been shown to also be more productive and to contribute more positively to the fabric of society so that the “piling of good upon good” can extend beyond the borders of the enterprise. Originality/value The contribution herein is one of demonstrating why and how virtuous cycles can be implemented to more routinely yield improved or peak performance.

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