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Article
Publication date: 1 January 2014

Arturo Calvo-Mora, Araceli Picón, Carolina Ruiz and Lourdes Cauzo

This paper aims to advance in the knowledge of the EFQM model as a framework for implementing total quality management (TQM). To do so, the work identifies the soft-hard TQM…

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Abstract

Purpose

This paper aims to advance in the knowledge of the EFQM model as a framework for implementing total quality management (TQM). To do so, the work identifies the soft-hard TQM factors in the EFQM model, investigates the relationships between these factors and analyses their influence on key business results.

Design/methodology/approach

The methodology used is factorial analysis and structural equations – specifically the partial least squares technique. The sample is made up of 116 private firms. TQM is an integral management philosophy which is based on a set of social and technical factors that must be put into practice through a reference framework, such as the one in the EFQM model.

Findings

The work empirically identifies three dimensions that correspond to the soft-hard TQM factors (management and human resources, strategic management of partnerships and resources and processes management). Furthermore, it shows how these dimensions make up a management system that has a significant effect on key business results.

Research limitations/implications

The main limitations are to be found in the sample used – private firms from a specific geographical context.

Practical implications

The research model facilitates the design of a management system for professionals and orientates them in its implementation and improvement with a view to influencing key results.

Originality/value

The data have been obtained from the scores of the processes of self-assessment and external assessment followed by firms that were candidates for excellence awards. The work empirically identifies the social and technical factors implied in the EFQM model and their relationships. Moreover, it presents the effect on a type of result that has not been analysed very much: key results (economic, financial, innovation or processes improvement).

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Article
Publication date: 14 July 2021

Hassan Al-Dhaafri and Mohammed Saleh Alosani

The purpose of this study is to study the collective effect of leadership, strategic planning and entrepreneurial organizational culture (EOC) on organizational excellence.

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Abstract

Purpose

The purpose of this study is to study the collective effect of leadership, strategic planning and entrepreneurial organizational culture (EOC) on organizational excellence.

Design/methodology/approach

Using primary data obtained through a survey questionnaire, hypotheses have been developed for testing. Out of a total of 565 questionnaires, only 355 questionnaires were returned where data were collected from the Dubai police organization. The structural equation modelling (SEM) approach was used to analyse the collected data.

Findings

Statistical findings using SEM-partial least square confirmed the full mediating role of strategic planning as a mechanism between leadership and organizational excellence. In addition, the results reported a significant effect of leadership on strategic planning besides its impact on organizational excellence.

Practical implications

Results reported many valuable implications. The outcomes of this study have practical implications that will help managers, decision-makers and practitioners to consider the study’s variables to enhance the overall performance through achieving excellence.

Originality/value

The collective role of leadership, strategic planning, EOC and organizational excellence is studied as one of the most important empirical studies which bring original contribution to the existing body of knowledge.

Details

Measuring Business Excellence, vol. 26 no. 3
Type: Research Article
ISSN: 1368-3047

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