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Article
Publication date: 5 January 2022

Travis W. Provance, Suresh Babu Ramisetty, Michael Joseph Urick and Kelly A. Wieczorkowski

The purpose of this paper is to conceptually explore building a culture of excellence from the ground up as well as evolving a current culture to one more focused on excellence.

Abstract

Purpose

The purpose of this paper is to conceptually explore building a culture of excellence from the ground up as well as evolving a current culture to one more focused on excellence.

Design/methodology/approach

This study reviewed extant research related to organizational cultures and cultures of excellence that have implications for building or evolving into these types of cultures.

Findings

The findings of this study suggest that the “people side” of organizations is crucial to forming a culture of excellence. Specific people-oriented considerations to forming such a culture include leveraging leaders and understanding other influences including diversity as well as external aspects. Changing culture must occur at the assumptions (and not just artifacts) level. Furthermore, there are many barriers to building a culture of excellence, many of which are also related to an organization’s people.

Research limitations/implications

A qualitative grounded theory approach whereby researchers asked organizational members to define “culture of excellence” could help build a clearer model for the formation of cultures of excellence. Quantitative approaches should also test how successful the influencers, noted in this study are in creating cultures of excellence. This study’s conceptual links between cultures of excellence and performance should also be tested empirically.

Practical implications

This paper provides practitioners insight into the importance of culture and considerations for how to change an organizational culture.

Social implications

This paper advocates for the importance of social considerations in the workplace regarding creating a culture of excellence.

Originality/value

To the best of the authors’ knowledge, this paper is the first that discusses creating a culture of excellence. Furthermore, it is one of only a handful of articles that links people to excellence.

Details

Measuring Business Excellence, vol. 26 no. 2
Type: Research Article
ISSN: 1368-3047

Keywords

Article
Publication date: 24 April 2020

Flevy Lasrado and Rassel Kassem

This paper posited a dynamic relationship between transformational leadership, organizational culture, and organizational excellence in order to develop a better understanding of…

5087

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Research limitations/implications

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.

Practical implications

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

Originality/value

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.

Details

International Journal of Quality & Reliability Management, vol. 38 no. 1
Type: Research Article
ISSN: 0265-671X

Keywords

Article
Publication date: 20 December 2018

Rassel Kassem, Mian Ajmal, Angappa Gunasekaran and Petri Helo

The purpose of this paper is to discover the impact of different dimensions of organizational culture (mission culture, adaptability culture, involvement culture and consistency…

2990

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Research limitations/implications

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.

Originality/value

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

Details

Benchmarking: An International Journal, vol. 26 no. 1
Type: Research Article
ISSN: 1463-5771

Keywords

Article
Publication date: 8 December 2020

André M. Carvalho, Paulo Sampaio, Eric Rebentisch, João Álvaro Carvalho and Pedro Saraiva

This article offers a novel approach that brings together management, engineering and organizational behavior. It focuses on the understanding of organizational dynamics in an era…

1921

Abstract

Purpose

This article offers a novel approach that brings together management, engineering and organizational behavior. It focuses on the understanding of organizational dynamics in an era of technological change, upholding the importance of organizational agility and of the cultural paradigm in the management of organizations.

Design/methodology/approach

In this work, the authors present the conclusions from a set of studies carried out in organizations operating in technical and technological industries. The authors assessed the capabilities of these organizations in terms of operational excellence maturity and its impact on the organizational culture and organizational agility.

Findings

Results show the importance of operational excellence either in developing or expanding organizational agility capabilities while reinforcing the cruciality of an excellence-oriented culture to sustain these efforts over time.

Originality/value

Increasingly unstable business environments have led to a growing interest in how to develop and maintain operational excellence in the face of continued and disruptive change. However, this interest has, so far, been advanced with little empirical evidence to support the corresponding predictions. This work offers the first practical evidence that continued focus and optimization of operations, with the right cultural alignment, helps organizations survive and thrive in increasingly volatile, uncertain, complex and ambiguous environments.

Details

International Journal of Quality & Reliability Management, vol. 38 no. 7
Type: Research Article
ISSN: 0265-671X

Keywords

Open Access
Article
Publication date: 29 May 2023

Rocco Palumbo and Alexander Douglas

Although the debate about the interplay between quality management and organizational culture is long established, extant knowledge about their link is not consistent. This…

1341

Abstract

Purpose

Although the debate about the interplay between quality management and organizational culture is long established, extant knowledge about their link is not consistent. This article attempts to fill such a gap by integrating current perspectives and insights through a literature review.

Design/methodology/approach

A domain-based literature review has been conducted, which followed the Scientific Procedures and Rationales for Systematic Literature Reviews. The knowledge core consisted of 76 items, which were analysed through bibliographic coupling and co-citation analysis. An interpretive approach was taken to articulate the study findings.

Findings

The current scholarly debate unfolds through four research streams, which emphasize the need for joint optimizing quality management and organizational culture embracing a longitudinal perspective. Similarly, the theoretical roots inspiring reviewed contributions are distributed in four clusters, which rely on the assumption that organizational excellence derives from the harmonization of quality management and organizational culture.

Practical implications

Quality management necessitates a supportive organizational culture to set the ground for excellence. At the same time, it modifies the inner traits of the organizational culture. Such cultural changes should be carefully handled to ensure a dependable quality orientation. Achieving organizational excellence involves mastering the interplay between quality management and organizational culture.

Originality/value

This article delivers an unprecedented systematization of the scientific literature. It identifies the main research streams through which the debate on quality management and culture evolves, shedding light on the main conceptual roots inspiring recent scholarly advancements. Alongside overcoming the fragmentation of the extant debate, this review enables the envisioning of an agenda for further developments.

Details

International Journal of Quality & Reliability Management, vol. 41 no. 1
Type: Research Article
ISSN: 0265-671X

Keywords

Article
Publication date: 25 February 2014

Boo Ho Voon, Firdaus Abdullah, Nagarajah Lee and Karen Kueh

This empirical survey research aims to identify the dimensions of service excellence culture for hospitals. Ultimately, a measurement tool was developed for hospital service…

1286

Abstract

Purpose

This empirical survey research aims to identify the dimensions of service excellence culture for hospitals. Ultimately, a measurement tool was developed for hospital service excellence (i.e. HospiSE scale).

Design/methodology/approach

The survey research involved qualitative and quantitative approaches in the scale development process. The structured questionnaire was carefully designed after literature review and focus groups discussions. The respondents were employees from the public and private hospitals in Malaysia. A total of 1,558 usable questionnaires were used for the quantitative analysis. The HospiSE scale was empirically tested for reliability and validity through exploratory and confirmatory factor analyses.

Findings

This measurement-oriented research had identified three dimensions of service excellence culture for hospitals, namely: employee orientation, patient orientation and competitor orientation. The multi-dimensional measure consists of 21 items.

Research limitations/implications

Longitudinal research is required to provide evidence of the causal effects of HospiSE on employee satisfaction and loyalty. The HospiSE scale also requires further verification and refinement.

Practical implications

The parsimonious scale can serve as a strategic and practical measure to evaluate and manage service excellence culture at hospitals. Reliable and valid information can be obtained for fast and cost-effective diagnosis of the service culture for continuous improvement.

Social implications

The new scale is expected to be an important diagnostic to understand and measure service excellence culture at hospitals. The patients and society at large will benefit from the improved hospital service management.

Originality/value

The multi-item measurement tool is new and it can provide insights into service management, resource allocation and human resource management for excellent hospital service. The measurement development process is contextualized for the hospital services.

Details

International Journal of Quality & Reliability Management, vol. 31 no. 3
Type: Research Article
ISSN: 0265-671X

Keywords

Article
Publication date: 6 March 2017

Rassel Kassem, Mian Ajmal, Matloub Hussain and Petri Helo

The purpose of this paper is to assess the organizational culture of courts in the United Arab Emirates (UAE), and the culture type required to achieve business excellence. This…

Abstract

Purpose

The purpose of this paper is to assess the organizational culture of courts in the United Arab Emirates (UAE), and the culture type required to achieve business excellence. This research also aims to benchmark the criteria weights of the International Framework for Court Excellence (IFCE) in the UAE and suggest new weights that better reflect courts’ local priorities and national work culture.

Design/methodology/approach

The analytic hierarchy process (AHP) method was used to prioritize the IFCE criteria and select the most important culture types to consider. A questionnaire was designed and data were collected from first instance courts in UAE. The respondents were judges in management roles, to ensure that the opinions provided reflected experience of judging and were aligned with the courts’ strategic objectives.

Findings

The results show that the IFCE model criteria have different levels of importance in UAE than in the original model. The major differences are in court proceedings and processes, and affordability and accessibility of services. Adaptability and mission seem to be the most important cultural traits.

Originality/value

No previous studies have investigated court excellence in UAE. This study should supply court managers and administrators with a clearer understanding of the priorities for achieving court excellence. There is inconsistency about the culture needed to boost good performance in public service organizations like courts, and decision makers may use these findings to enhance the cultural attributes that are particularly associated with excellence in courts.

Details

Benchmarking: An International Journal, vol. 24 no. 2
Type: Research Article
ISSN: 1463-5771

Keywords

Article
Publication date: 11 April 2023

Małgorzata Zdzisława Wiśniewska and Piotr Grudowski

To recognize the existing state of knowledge on a culture of excellence (CoE) in higher education institutions (HEIs) and to define the CoE in HEI and the dimensions that make up…

Abstract

Purpose

To recognize the existing state of knowledge on a culture of excellence (CoE) in higher education institutions (HEIs) and to define the CoE in HEI and the dimensions that make up that culture. A subsidiary goal is to propose a qualitative tool to measure CoE maturity.

Design/methodology/approach

The study was based on the qualitative method, the preferred reporting system of systematic reviews and meta-analysis (PRISMA). Next, the conceptual work method was used.

Findings

A research gap in the topic of CoE in HE has been confirmed. The CoE's own definition has been proposed, as well as a set of seven dimensions that comprise it, such as: Clear vision, mission and goals for excellence; Leadership oriented to excellence; Employee engagement; Human resources management; Meeting and exceeding student and staff expectations; Continuous improvement of processes through innovation and excellent practices; and Partnership and teamwork for improvement.

Research limitations/implications

The study research was limited to open-access articles. Therefore, in the future, the search can be broadened to include monographs or doctoral dissertations, and other peer-reviewed studies. The research implications are related to the originality of our work and the proposals of two concepts – a CoE model and a CoE maturity assessment tool.

Practical implications

Leaders at universities, e.g. rectors and deans, can take into account the identified dimensions and progressively provide them as conditions conducive to achieving above-average levels.

Originality/value

This is the first literature review on CoE in HEIs, which can be considered an original contribution to science and practice. The original contribution of the paper is also the proposal of a CoE conceptual model and a CoE maturity assessment tool.

Details

The TQM Journal, vol. 36 no. 2
Type: Research Article
ISSN: 1754-2731

Keywords

Article
Publication date: 20 September 2021

Aluisius Hery Pratono

This study aims to understand the culture of excellence by examining the role of entrepreneurial culture in shaping how firms achieve sustainable competitive advantage (CA). This…

Abstract

Purpose

This study aims to understand the culture of excellence by examining the role of entrepreneurial culture in shaping how firms achieve sustainable competitive advantage (CA). This study takes into consideration the firms’ capability to transform the entrepreneurial culture into a sustainable CA by generating product development and adapting the information technological turbulence.

Design/methodology/approach

This study first gathers evidence from literature then carries out a detailed study to propose a structural equation model followed by an online survey that supports empirical evidence. This empirical test involves a data set with 782 usable responses following the 4,000 emails sent to the respondents and removed data due to the missing values. The population data are taken from the firm directory in Surabaya City that the Indonesian Ministry of Trade and Industry published.

Findings

There is a strong tendency that entrepreneurial culture is imperative for firms to attain sustainable CA by supporting new product development. The results show that product development provides a partial mediating effect, which indicates that entrepreneurial culture may affect the sustainable CA directly and with the product development support. This study also touches on dynamic capability by proposing a scenario approach that suggests that firms should refine the entrepreneurial culture to adapt to the information technological turbulence.

Originality/value

This study extends the understanding of the culture of excellence by underpinning the dynamic capability theory, which argues that entrepreneurial culture is a valuable resource, which helps firms achieve sustainable CA by promoting product development.

Article
Publication date: 3 June 2014

Seyed Amir Bolboli and Markus Reiche

The purpose of this paper is to develop an approach for implementing business excellence (BE) based on prevailing corporate culture and to propose relevant gates to monitor the…

2413

Abstract

Purpose

The purpose of this paper is to develop an approach for implementing business excellence (BE) based on prevailing corporate culture and to propose relevant gates to monitor the corporate culture in the way to excellence.

Design/methodology/approach

This research demonstrates a culture-based perspective of implementing BE. After an exhaustive review of literature, the relation between BE and corporate culture was clarified and a methodology was developed, which describes how BE projects can be performed successfully in the context of an existing culture instead of adapting the culture.

Findings

The outcome of this research is the main concept for culture-based implementation of BE. Furthermore, five culture gates were designed to control the effect of BE measures on the corporate culture in long period of time. The findings indicate how BE can be implemented without considerable efforts to change the culture.

Practical implications

The findings of this study are relevant to all different sized organizations in different sectors and industries for achieving outstanding results and maintain this capability permanently in the organization.

Originality/value

This paper presents a unique approach for implementing BE in the light of prevailing corporate culture; such an approach has not been addressed in previous publications.

Details

The TQM Journal, vol. 26 no. 4
Type: Research Article
ISSN: 1754-2731

Keywords

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