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1 – 10 of 34Ana B. Escrig-Tena, Beatriz Garcia-Juan and Mercedes Segarra-Ciprés
Although the European Foundation for Quality Management (EFQM) Excellence Model has been widely adopted throughout Europe, a thorough examination of the factors that contribute to…
Abstract
Purpose
Although the European Foundation for Quality Management (EFQM) Excellence Model has been widely adopted throughout Europe, a thorough examination of the factors that contribute to the internalisation of the model (i.e. a substantive adoption) has been neglected in the literature. The purpose of this paper is to present a model that analyses the drivers of the real internalisation of the EFQM excellence model, with a focus on the role of motives for adoption, and appraisal and compensation systems.
Design/methodology/approach
An empirical study was carried out based on a sample of Spanish organisations that had been awarded EFQM recognition. Structural equation models, cluster analysis and ANOVA were used to examine the research questions.
Findings
Internal motives concerning the creation of a participative style are the main driver of internalisation. Moreover, having an appraisal system-oriented towards the development of employees helps the substantive adoption of the EFQM model. These findings reinforce the importance of the soft elements of the EFQM model.
Originality/value
This study enhances evidence about the motives for adoption and their influence on the internalisation of the EFQM model. It analyses internalisation in a novel context, EFQM recognised organisations, and contributes to the debate about the efficacy of the EFQM model to performance improvement, by unveiling the factors that could foster the internalisation of the model within the organisational routines.
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Silvia Portela Maquieira, Juan José Tarí and José F. Molina-Azorín
This work analyses quality management (through the European Foundation for Quality Management-EFQM-model) and transformational leadership in hotels in Spain.
Abstract
Purpose
This work analyses quality management (through the European Foundation for Quality Management-EFQM-model) and transformational leadership in hotels in Spain.
Design/methodology/approach
The study analyses 102 5-star and 5-star large luxury hotels that answer a questionnaire on transformational leadership and the EFQM model. It analyses the degree of importance of quality and transformational leadership in hotels, the significant differences between groups of hotels (according to stars, size, modality and type of product) and the association between transformational leadership and quality.
Findings
The results show the levels of quality and transformational leadership, minor significant differences between groups and an association between the two variables. In general, chain-affiliated hotels have a higher level of leadership and a more advanced employee and process management than independent hotels. Also, those hotels that focus on a vacational product show a lower attention to the strategy dimension in the EFQM model. The number of employees is not an important factor to adopt quality. Finally, transformational leadership allows hotels to advance in the development of quality management.
Originality/value
Although there are studies on quality management that show the importance of leadership for quality, there are few studies that examine transformational leadership and quality in the same study, mainly in the tourism industry, and especially in the case of the hotel industry.
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Lilian M. de Menezes, Ana B. Escrig-Tena and Juan C. Bou-Llusar
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…
Abstract
Purpose
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.
Design/methodology/approach
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”.
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/value
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.
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Kari Lepistö, Minna Saunila and Juhani Ukko
This study examines whether certification improves the dimensions of total quality management (TQM) and whether the impact of certification is similar across companies of…
Abstract
Purpose
This study examines whether certification improves the dimensions of total quality management (TQM) and whether the impact of certification is similar across companies of different sizes and industries. The benefits of certification for companies have been widely discussed in recent years. The general debate has been partly marked by the dispute about whether companies will benefit more from certification or the implementation of TQM. This debate has led to numerous studies on the benefits of certification; however, few studies simultaneously have examined traditional TQM issues and the requirements of the new quality standard, ISO 9001: 2015, as well as the updated European Foundation for Quality Management (EFQM) criteria.
Design/methodology/approach
This study was conducted via a survey of Finnish SMEs and covered both industrial and service companies. The study comprehensively compared industrial companies with service companies and small companies with medium-sized companies.
Findings
In industrial and small enterprises, certification clearly has a positive effect on the dimensions of TQM, but a similar effect was not observed in medium-sized enterprises or in the service sector.
Originality/value
This is one of the first studies to examine the effect of certification on TQM in different types of SMEs while simultaneously considering EFQM and ISO 9001:2015 in Finland. The significant originality of this research lies in the formation of a comprehensive research framework for the dimensions of TQM.
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Abstract
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Rezarta Sallaku and Vania Vigolo
Drawing on social exchange theory, this study clarifies the roles of authenticity, interactivity and involvement in predicting customer engagement (CE) and, ultimately, customer…
Abstract
Purpose
Drawing on social exchange theory, this study clarifies the roles of authenticity, interactivity and involvement in predicting customer engagement (CE) and, ultimately, customer loyalty towards an online peer-to-peer accommodation platform. In addition, the study explores the effect of interactivity in increasing authenticity.
Design/methodology/approach
Data were collected through an online questionnaire of a sample of Italian tourists who had previously booked a service on Airbnb. The analyses were conducted by adopting partial least squares structural equation modelling.
Findings
The model has high power in predicting customer loyalty to an online peer-to-peer accommodation platform. Specifically, involvement is the primary predictor of CE and customer loyalty. Authenticity and interactivity also have a significant and positive effect both on CE and customer loyalty. In addition, CE partially mediates the relationship between authenticity, interactivity and involvement and customer loyalty. Finally, interactivity has a significant positive effect on authenticity.
Practical implications
The results encourage hospitality service providers to invest in the creation (and co-creation) of authentic experiences to increase CE and customer loyalty. Hospitality managers can also enhance CE by increasing involvement and interaction with customers through various touchpoints (online and offline) in different moments of the customer journey.
Originality/value
This study proposes an original model to predict customer loyalty to peer-to-peer hospitality platforms. The findings shed new light on the drivers of CE and provide empirical support for the mediating effect of CE. The study also contributes to the literature on authenticity by demonstrating the positive effect of interactivity on authenticity.
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