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The purpose of this paper is to present the development of a business excellence model applicable in the hospitality industry.

Two surveys using questionnaires were conducted: the first one for the development of the model's criteria and sub‐criteria and the second one for the assessment of the criteria and sub‐criteria weights. The model was tested on a number of Greek high‐class hotels.

Compared with other business excellence models the proposed model includes criteria and sub‐criteria that are more applicable to hotels. The model studies the factors that drive excellence in the hotel sector as well as the importance of these factors as they have been defined by the managers of the hotels. The implementation of the model in a number of high‐class Greek hotels shows its applicability and suitability to be used as a benchmarking system.

Time limitations, as the project was co‐funded by the European Union, have limited the implementation of the proposed business excellence model to a small number of Greek hotels in the area of Crete.

The critical success factors for high‐class hotels have been identified and a business excellence model applicable in the hospitality sector has been developed.

This paper aims to contribute to the debate on business excellence by comparing the business excellence models of Malcolm Baldrige, European Foundation for Quality Management and Swedish Institute for Quality. By assessing these in relation to today’s new business landscape, the authors suggest that emphasising issues such as stakeholder co-creation of value, stakeholder dialogue, service innovation, service logic, business ethics and different views on resource integration can alter the view of quality improvement from economic, social and environmental perspectives, in turn, leading to Business Excellence 2.0.

This study examines three business excellence models and compares their adoption of the concepts of today’s new business landscape. The study focuses on whether the models’ fundamental principles and concepts are aligned with the views on sustainability, stakeholder co-creation and service innovation.

The examined business excellence models do not fully respond to the requirements of today’s business landscape. To gain relevance in the private sector, the fundamental ideas of the models in terms of concepts, criteria and evaluation processes must be rethought. Such an opportunity enables the quality movement and service logic research to come together to develop new business excellence models that incorporate the challenges of today’s business landscape.

This paper illustrates the need to develop business excellence models to address the perspectives of today’s new business landscape.

By incorporating strategies in sustainability, stakeholder co-creation and service innovation in business excellence models, organisations can deliver sustainable business growth.

The paper sheds new light on how business excellence models can incorporate aspects of the new business landscape. It also shows how the quality movement and the ongoing service logic research can come together to develop a new business excellence model that addresses the challenges in the new business landscape.

The purpose of this paper is to present a comparative analysis and usage overview of the most common business excellence models: the European Foundation for Quality Management Model, the Malcolm Baldrige National Quality Award Model, the Deming Prize Model and the Iberoamerican Model for Excellence in Management.

In order to achieve such goals, the authors have performed a set of statistical analysis over public data sets, related to each one of the analyzed models, as well as making a comparative analysis of the model contents.

The different business excellence models do share a similar set of principles and criteria. However, different adoption patterns have been found across regions of the globe, regarding the use of such business excellence models over the last decades.

As far as the authors were able to find out, based on the literature review carried out, this is the first time that a set of statistical data results, related to the worldwide implementation of business excellence models, is being presented for publication.

This paper seeks to present a comparative study of framework, criteria and criterion weighting of 20 Excellence Models/National Quality Awards (EM/NQA), to identify their common features, contradictions and to propose suggestions for development and review of EM/NQA. It also aims to provide some clues to attain sustenance of business results.

This study is based on a literature review using the internet and research databases (Emerald and EBSCO). Nine generic criteria are identified and their relative importance within each model is computed based on scores given to their respective contents in the criteria/sub‐criteria of each EM/NQA. The average relative importance of nine criteria, discussions with experts and the author's own experience helped to visualise the emerging scenario and suggest improvements.

EM/NQA frameworks have different shapes. Most EM/NQA start with the criterion “Leadership” and end with “Results”. Ancient wisdom emphasises that the ultimate goal of business is the wellbeing of society. Although the criteria of EM/NQA are similar, the criterion weighting changes due to external environment and cultural factors. The study classifies nine criteria into core criteria, i.e. the need for survival, internal environment criteria, i.e. differentiators, and goodwill criteria, i.e. ensuring sustainability. The focus on goodwill criteria needs to be enhanced to ensure sustainable business growth.

This study is an attempt to integrate the common learning/contradictions of EM/NQA and provide clues to achieving sustainability. Many EM/NQA custodian websites have limited information in the public domain. A periodic review of models made this study difficult. Future research may focus on studying the impact of criteria weighting in different countries/economic environments to enhance the effectiveness of excellence models.

The study may help the GEM council, custodians and managers to review EM/NQA and develop strategies for sustainable results.

This paper is based on a literature review, the author's own experience, and interaction with experts. It provides an analysis of 20 EM/NQAs, highlights the need for a universally acceptable model, and suggests emerging dimensions of excellence.

ISO 9001 and ISO 9004 were created as a “consistent pair” of standards so that businesses that wanted to exceed the requirements of 9001 could use the principles of 9004 to move towards business excellence. In this paper, opinions from Canadian quality standardization experts were used to explore the needs of business against what is offered by ISO 9004 and to assist in the comparison of ISO 9004 with common business excellence models. The ISO 9004 (2000) document was perceived as needed, and as holding great potential. Suggestions for realizing that potential ranged from the inclusion of more guidance on specific business processes (for example complaints handling) to the incorporation of material that links ISO 9004 with industry‐specific standards, awards and/or general business programs. With modification, the document was seen as being able to make a valuable contribution to an organization's business excellence strategy. Without some form of recognition and/or award as offered by other business excellence models, however, the amount of usage ISO 9004 will receive is questionable.

The purpose of this paper is to discover the impact of different dimensions of organizational culture (mission culture, adaptability culture, involvement culture and consistency culture) on business excellence results criteria (customer results, people results, society results and business results) in the United Arab Emirates (UAE) and explore the moderating role of information and communication technology (ICT) use in both service and manufacturing industries.

Data were collected by questionnaire from 448 managers in nine companies that have won the Sheikh Khalifa Excellence Award in the last three years. Structural equation modeling was used to examine the data.

Organizational culture is significantly related to business excellence. However, these effects varied for different business excellence criteria. Three organizational culture types had a significant positive role in achieving excellent customer-related results. All four types of organizational culture had a positive role in achieving excellent people-related results. Only two culture types had significant role in achieving excellent society-related results. Business results were positively related to a balance between the four types of organizational culture. ICT use moderated the relationship between organizational culture and results related to customers, people and business, but not society.

This study had some conceptual limitations. In particular, it considered the organizational culture as four types in the research model, but without structuring the indices under each type. It also had some methodological limitations. It was cross-sectional and used a self-administered questionnaire, which means that no causal relationships can be implied, and there may have been some bias in responding.

This is one of the first studies that investigate the relationship between organizational culture and business excellence in UAE excellence award-winning companies.

This paper aims to show the importance of people management as a key indicator of business excellence based on four research projects, conducted on the samples of Polish (in the years 2004‐2005 and 2006‐2007) and Danish companies (in 1999 and 2005).

EFQM Excellence Model indicators were used as the evaluation criteria for the studies. The data were next estimated as a structural equation model by partial least squares using SmartPLS software. That estimation was conducted on the model of the Danish Business Excellence Index methodology. Presented data make it possible to compare developing Polish and developed Danish companies in their initiatives aiming at business excellence.

The results indicate significant negligence in the management of human resources as one of the initiatives towards business excellence of Polish enterprises before Poland's accession to the European Union (EU). At the same time, the results from the years 2006‐2007 confirm that, after several years of the functioning of the Polish economy in the structures of the EU, the role of the human factor as a key indicator of business activity results has increased, leading to a drop in the distance dividing Polish and Danish enterprises.

The paper is a continuation of previous work by the authors, which made it possible to compare developing Polish and developed Danish companies, before Poland joined the EU in 2004. The paper builds on the research and conclusions contained in the previous work of the authors, adding new data coming from Poland, collected in 2006‐2007.

The purpose of this paper is to explore the differences between public and private organizations in the paths of business excellence models and to identify the key drivers for creating business results and customer satisfaction.

The partial least squares structural equation modeling technique is used to compare the path coefficients and to identify the key driver constructs for creating business results.

The variation in endogenous constructs is found to be more difficult to explain or predict for private organizations than for public organizations, despite the fact that the performance of private organizations is almost always higher than or equal to the performance of public ones in all criteria. The effect of “leadership” on “management of processes” is significantly higher in public organizations than in private ones. However, “management of processes” in public organizations does not seem to translate into “results.” The effect of “strategic planning” on creating business “results” is negative for public organizations and remains inconclusive, due to insufficient evidence, for private organizations.

The results may not be generally applicable to other countries. However, they do support the move toward more tailor-made models for specific sectors.

It is necessary to review the national business excellence model in order to fit specific sectors.

This is the first study to investigate the differences between private and public organizations in the Swedish business excellence model.

This paper posited a dynamic relationship between transformational leadership, organizational culture, and organizational excellence in order to develop a better understanding of the casual linkages between these three areas.

The research methodology includes a multi-item scale questionnaire survey which included 448 samples from United Arab Emirates (UAE) with an average response rate of 61.1%. The hypotheses were tested by applying structural equation modeling (SEM) and path analyses. Analyses used the Mplus software package.

The key finding in this study suggests that creating the involvement culture provides the all-inclusive participation and holistic engagement from employees, which consequently leads to organizational excellence.

The study is more focused on particular type of leadership and can extend to other types of leadership as well the other regions. The study extends the findings of previous studies that suggested authoritative was essential initially but that this would change with the emerging culture.

Managers should foster an involvement culture and adopt transformational leadership style in order to reap the benefits of the quality management approaches.

From existing research on leadership in QM context, we adopt transformational leadership in connection with organizational culture and organizational excellence. The originality of the study lies in its quantitative approach to test an already demonstrated phenomenon about the relationship between transformational leadership, organizational culture and business excellence. This study significantly contributes to the literature on QM by discovering that organizations with transformational leadership styles and involvement or adaptability cultures can perform well and achieve organizational excellence.

As a Quality Management (QM) 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 aims to investigates the Sustainability Orientation within EFQM (2012) and its associations with Results for stakeholders.

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 modeling 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”.

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.

Despite conceptualizations that the EFQM model embeds a Sustainability Orientation, to the best of the researchers’ 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 obtained.