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The European Quality Award came into being in 1992. Since then, 42 organizations from various sectors have attained this internationally recognized award. Although the model of the award is considered as a single-generic framework for organizations of all sectors, the question about the situation of the tourism industry arises since this model is not frequent in tourism establishments. With the aim of revealing the situation of tourism industry, this chapter utilized the list of the award winning organizations and identified their economic sectors with reference to The Statistical Classification of Economic Activities in the European Union (NACE). As a consequence, the study revealed the weak participation of the tourism industry, represented by only two hotels and a conference center.

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.

This paper aims to adopt Cameron and Quinn’s analysis of organizational culture and March’s learning framework to analyze the type of organizational culture (OC) that promotes learning competences and whether exploration and exploitation competences (ambidexterity) improve the European Foundation of Quality Management (EFQM) results (excellent results). In addition, this research tests if these competences exercise a mediating effect in the relationship between OC and performance.

A model is proposed whose relationships have been tested using structural equations. The sample was obtained from the SABI database. Two hundred valid questionnaires were returned via a webpage, in which four managers from each of the 200 organizations responded.

The results support the proposed relationships. Adhocracy, hierarchy and market culture have a positive relationship with excellent results. A hierarchical culture develops exploitation competences, and a market culture develops learning ambidexterity. Moreover, exploration and exploitation increase results. Finally, these two cultures indirectly influence results through exploration and exploitation competences.

The proposed model can help managers who implement the EFQM model to better understand how the culture of their organization promotes learning and how these two variables improve their performance.

Because the EFQM model requires organizations to use a knowledge management system to enhance the effect of the enabliers criteria on excellent results, the managers of these companies must know that only market and hierarchy cultures are suitable for it. Besides, this study highlights the importance of two cultural values for the implementation of the EFQM Model and, therefore, to promote excellent results: market orientation and process control.

This study fills an existing gap in the literature by combining exploitation, exploration, OC and EFQM results in a single model and highlights the importance of market orientation and process control for excellent results and knowledge exploration and exploitation.

This work examines the relationship between transformational leadership and enablers and results of the European Foundation for Quality Management (EFQM) model 2013 and the relationship between the EFQM model elements (enablers and results).

The work employs partial least squares (PLS) and empirical data from 102 hotels.

Transformational leadership is key to facilitate the enablers of the EFQM model (strategy, people, partnership and processes) and improve customer, employee and social results and organizational performance.

The present work expands previous studies that focus on analyzing the link between enablers and results of EFQM by showing that transformational leadership is an appropriate leadership style to foster the EFQM model elements. It empirically supports the view that transformational leadership is a facilitator that can foster the EFQM enablers and improve results in hotels. Thus, it also sheds light on the controversial link between transformational leadership and various performance measures (customer, employee and social results and organizational performance).

The purpose of this paper is to explore the integration issues that are important to consider when attempting to implement the European Foundation for Quality Management's (EFQM's) Excellence Model in UK universities. The aim of this paper is to explore the role that integration plays in effecting this implementation and to see how, in practice, integration might be achieved.

A literature review reveals several factors in relation to integration. These factors were explored in four case studies of the implementation of the EFQM Excellence Model in UK universities.

Evidence was found to support the view that the more that integration took place, the more likely it would be that implementation would be effective.

The research only covers four cases and therefore is only generalisable back to theory rather than to the population of UK university academic units.

The paper proposes mechanisms for integrating the use of the EFQM Excellence Model into the organisation.

This paper makes a contribution to the understanding of integration and its effect on the implementation of a quality improvement methodology. Academic managers in universities (and possibly managers in other organizations) may find its recommendations useful if planning a similar implementation.

To take an in‐depth look at the EFQM Excellence Model by assessing how enabler and result criteria are interrelated, and how enablers as a whole affect the complete set of results.

Provides new insight and understanding of the associations between the EFQM criteria. Canonical correlation analysis is used to measure the relationships between enablers and results, while accounting for interdependences within those sets of variables. To test the suggested causal relationship, data from a questionnaire survey conducted on 446 companies (manufacturing and service sectors) is used.

The set of enabler criteria is strongly related to the result criteria set and, with the exception of policy and strategy criteria, all the enablers and result criteria in the EFQM Excellence Model make a significant contribution to this relationship. All the enabler criteria contribute in the same way to result improvements, consequently a balanced approach in the development of enablers allows correlation between enablers and results to be maximised, thereby obtaining an optimal benefit from the EFQM Excellence Model.

The data obtained are based only on sample of Spanish firms. Studies in other countries should be conducted to ensure the reliability of the results obtained. A natural extension of this paper would be to analyse the existence of differences between industries in the EFQM Excellence Model.

A greater understanding of the linkages between the elements making‐up the EFQM model, facilitating the guiding role that award models play in the implantation of TQM systems.

A new perspective for examining the linkages between the EFQM criteria in depth. The study of the relationships between all its elements is taken into account, thereby avoiding testing isolated associations. A holistic approach to studying the relationships in the EFQM Excellence Model.

Owing to pressures from a range of stakeholders for a wider and improved range of services from the Higher Education (HE) sector in the UK, linked with a simultaneously increasing pressure on resource utilisation, universities are currently facing the challenges of reorienting their approaches to be more customer‐focused and conducting their activities in a more business‐like manner. A consortium of UK universities is currently implementing the European Foundation for Quality Management (EFQM) excellence model as a means for addressing these issues. The focus of this paper is the implementation of EFQM excellence model self‐assessment in the UK HE sector. This paper describes the specific issues in implementing the model in UK HE, with a particular focus on the choice of self‐assessment methodology, and compares and contrasts these with self‐assessment issues in the wider public sector. The early signs are that EFQM excellence model self‐assessment can help to produce a more customer‐oriented culture in HE institutions, providing that the lessons learned from the wider public sector are put into practice.

The generic nature of business excellence models and arbitrary approaches followed by organizations to achieve excellence has triggered new approaches to attain excellence; one such approach is to have country- and industry-specific model. World Energy Council has developed an Energy Trilemma Index, which gives relative energy performances of almost 125 countries based on comprehensive energy matrix (affordability, availability and environment impact). Presently, India ranks at 91 as per this index thereby making this sector prudent case for specific excellence model for sector’s overall excellence. The purpose of this paper is to propose European Foundation for Quality Management (EFQM) model with Indian thermal power generating sector specific factors.

The study followed a research approach that combines literature review, qualitative and quantitative techniques. This includes analysis of the literature related to the subject, qualitative analysis to validate gap areas around EFQM model and identify factors critical to Indian thermal power sector. Quantitative analysis was done using SmartPLS 3.2.7 software for structural equation modeling–partial least square.

The research proposes inclusion of Indian thermal power generating sector specific factors in EFQM model, which in turn portrays balanced set of results and corresponding enablers for achieving excellence in the sector. The biggest take away will be sustained and effective contribution toward society and environment by this sector.

This is first of its kind study in India and globally for thermal power generating sector. It will trigger quality consciousness among power generating companies. For India, such excellence mission will definitely help nation to improve efforts toward 24×7 electricity and electricity to all.

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.

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.

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.

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.

A brief introduction into recent developments of the EFQM Excellence Model and the United Kingdom (UK) Government’s agenda for ensuring that quality is at the heart of all decision making is given. In view of the Government explicitly commending the use of the EFQM Excellence Model to all organisations within the National Health Service, the author decides to explore the possible reasons behind the commendation. When comparing the EFQM Excellence Model with the Government’s vision for quality, the former emerges as a more than ideal tool for any organisation wishing to commence or strengthen their journey on the road to quality and/or excellence; particularly as the EFQM Excellence Model is based on the principles of self‐assessment, continuous improvement, learning and innovation, teamwork and a culture totally focused on the customer. Finally, ten possible reasons behind the Government commending the use of the Model are given.