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1 – 10 of 98Juan Antonio Giménez Espín, Daniel Jiménez Jiménez and Micaela Martínez Costa
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…
Abstract
Purpose
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.
Design/methodology/approach
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.
Findings
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.
Research limitations/implications
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.
Practical implications
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.
Originality/value
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.
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Mohammad Hossein Rahmati and Mohammad Reza Jalilvand
Current models of organizational excellence are appropriate for the private organizations. It is evident that if an appropriate model is not adopted, the process of excellence in…
Abstract
Purpose
Current models of organizational excellence are appropriate for the private organizations. It is evident that if an appropriate model is not adopted, the process of excellence in the organizations fails and some dimensions of the organization get affected by unpredictable damages. This research aims to identify an appropriate excellence model for public organizations.
Design/methodology/approach
First, a comprehensive literature review was conducted to identify the excellence criteria and models. Second, the models were through an expert-oriented questionnaire, analyzed by the analytical hierarchy process (AHP) technique. Participants were experts in the two domains of excellence models and public sector management. A sample of 15 experts was selected using purposive sampling. In order to emphasize on reliability, 10 questionnaires were adopted for analysis.
Findings
The findings showed that the European Foundation for Quality Management (EFQM) model is the most appropriate model for excellence measurement in the public organizations based on the five selected indices.
Originality/value
The identification of a model for measuring organizational excellence for public sector can significantly contribute to existing literature on excellence measurement.
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Dat Tien Doan, Ali Ghaffarianhoseini, Nicola Naismith, Amirhosein Ghaffarianhoseini and John Tookey
In New Zealand, building information modelling (BIM) prevalence is still in its early stages and faces many challenges. This research aims to develop a BIM adoption framework to…
Abstract
Purpose
In New Zealand, building information modelling (BIM) prevalence is still in its early stages and faces many challenges. This research aims to develop a BIM adoption framework to determine the key factors affecting the success of a BIM project.
Design/methodology/approach
Both primary and secondary data were employed in this research, including 21 semi-structured interviews and industry guidelines from the three most well-known global building excellence models (BEMs). The data were analysed through content analysis due to its recognised benefits as a transparent and reliable approach.
Findings
Leadership, clients and other stakeholders, strategic planning, people, resources, process and results were identified as seven main categories along with 39 indicators in the BIM adoption framework. Based on the interviewees' perspectives, leadership is considered the most significant category, impacting all of the remaining categories.
Practical implications
Using the developed framework will enhance comprehension of BIM, offering directives for those embracing BIM. This will aid construction stakeholders in being better equipped for BIM projects. Having a skilled BIM manager can lead to the success of construction projects.
Originality/value
This research contributed to the existing body of knowledge by providing the categories with specific factors that assist BIM practitioners in assessing their BIM performance for further BIM practice improvement.
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Kari Lepistö, Minna Saunila and Juhani Ukko
This study investigates the effect of total quality management (TQM) on customer satisfaction, personnel satisfaction and company reputation.
Abstract
Purpose
This study investigates the effect of total quality management (TQM) on customer satisfaction, personnel satisfaction and company reputation.
Design/methodology/approach
The study results rely on a structured survey conducted among an extensive sample of Finnish SMEs. In addition to the examination of the relationship between TQM and company performance in terms of customer satisfaction, personnel satisfaction and company reputation, the study takes a view on the possible effects of the industry, the company size and the certified quality system.
Findings
The results reveal that two TQM dimensions, namely Customer Focus and Product Management, were related to companies' customer satisfaction, whereas four TQM dimensions, namely Management/leadership, Customer Focus, Personnel Management and Risk Management, were related to personnel satisfaction. None of the TQM dimensions were related to company reputation. The control variables – the industry, the company size and the certified quality system – were not found to affect customer satisfaction, personnel satisfaction or company reputation.
Originality/value
Most previous studies have been based on traditional TQM classification and have not shown the effects of the latest TQM-related dimensions. Compared to previous studies, this work integrates risk management, digitization, system deployment efficiency and stakeholder management into TQM, which has not been implemented in any previous study. The roles of hard and soft TQM factors have been carefully considered in this study; thus, the study does not place too much emphasis on either direction but provides a balanced picture of the performance of the management systems studied. Although there are studies on the effects of TQM on personnel satisfaction, customer satisfaction and reputation, they are based on a much narrower definition of TQM than that in this study. The business environment is constantly changing, but only a few studies have been conducted to extend the TQM approach. This has led to duplication of studies, and the effects of performance-relevant procedures have not been extensively studied in the past as part of TQM. Therefore, the concept of this study brings significant added value to TQM research and returns the TQM concept to the overall level while considering the requirements of the ISO 9001: 2015 and EFQM 2019 quality standards. The study also considers the effects of ISO 9001 certification and EFQM requirements.
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José Bocoya-Maline, Arturo Calvo-Mora and Manuel Rey Moreno
Drawing on resource and capability theory, this study aimed to analyze the relationship between the dynamic capabilities (DC), the knowledge management (KM) process (KMP) and…
Abstract
Purpose
Drawing on resource and capability theory, this study aimed to analyze the relationship between the dynamic capabilities (DC), the knowledge management (KM) process (KMP) and results in customers and people. More specifically, the study argues that the KM process mediates the relationship between DC and the results outlined above. In addition, a predictive analysis is carried out that demonstrates the relevance of the KM process in the model.
Design/methodology/approach
The study sample is made up of 118 Spanish organizations that have some kind of recognition of excellence awarded by the European Foundation for Quality Management (EFQM). Partial least squares methodology is used to validate the research model, the hypothesis testing and the predictive analysis.
Findings
The results show that organizations which leverage the DC through the KMP improve customer and people outcomes. Moreover, the predictive power is higher when the KMPmediates the relationship between the DC and the results.
Originality/value
There is no consensus in the literature on the relationship between DC, KM and performance. Moreover, there are also not enough papers that study KM or DC through the dimensions that define these constructs or variables. Given this need, this work considers the KMP according to the stages of knowledge creation, storage, transfer and application. Similarly, DC is dimensioned in sensing, learning, integrating and coordinating capabilities. These, as reconfigurators of knowledge assets, influence the KMP. Accordingly, the empirical model connects these knowledge domains and analyses their link to outcomes.
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Prachi Vinod Ingle, Mahesh Gangadhar and M.D. Deepak
In recent times, there has been a lot of research focused on performance measurement (PM) in project-based sectors. However, there are very few studies that were reported on the…
Abstract
Purpose
In recent times, there has been a lot of research focused on performance measurement (PM) in project-based sectors. However, there are very few studies that were reported on the significance of PM in the construction sector. Keeping track of an organization in achieving organizations goals and objectives seems an important way. One of the major challenges faced by the industry is unavailable of an appropriate PM system for assessing organizational performance. Most of the PM approaches consider the traditional project triangle assessment of project success. Based on the limitations identified in existing PM models, the purpose of this paper is to develop a comprehensive PM model, i.e. Modified Project Quarter Back Rating (MPQR) applicable for construction projects.
Design/methodology/approach
A detailed list of performance areas as a method for PM is analyzed in the construction industry context. Also, industry-specific professionals conducted semi-structured interviews to assess whether these performance areas are sufficient to measure and understand the PM systems.
Findings
The research finding focuses on developing the MPQR model that considers both financial and non-financial areas for performance assessment to provide a holistic assessment of project performance.
Practical implications
MPQR model provides an opportunity to set the benchmark for overall performance for construction organizations.
Originality/value
The findings of the study are expected to provide guidelines to construction professionals for implementing the performance model that will improve performance in the construction industry.
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Grid Rangsungnoen, Supattra Sroypetch and Rodney W. Caldicott
This paper aims to help understand how community-based social entrepreneurs experience world-class “performance excellence” models and to explore the core values that enable…
Abstract
Purpose
This paper aims to help understand how community-based social entrepreneurs experience world-class “performance excellence” models and to explore the core values that enable social enterprises to become high-performance organizations.
Design/methodology/approach
Underpinned by Mindsponge processes, the proposed conceptual framework critiques the Baldrige criteria for performance excellence (BCPE) model in a global south context. The mixed-methods study fosters an in-depth analysis. First, it validates the BCPE mechanism in community-based social enterprises (CBSEs) before identifying the significant core values and concepts of BCPE that influence CBSEs to achieve high performance.
Findings
The BCPE, adapted from global north corporate principles and applied at a community level, can significantly develop global south organization performance excellence. Five core values and concepts from the 11 fundamental beliefs in driving performance excellence were found to support performance excellence in CBSE management. These values and concepts are “customer-focused excellence,” “social responsibility,” “systems perspective,” “visionary leadership” and “focus on success.”
Research limitations/implications
First, factors influencing performance excellence are not limited to the core values elements discussed. Future research may clarify factors extracted from the “Process” category of BCPE to explore further how CBSEs can enhance their performance in a different formation path. Second, this study only considered the Thai-Phuan community in Pho Tak village, Nong Khai, Thailand, to represent as a single case study. However, different, clustered or contrasting CBSEs in other regions remain open for further exploration to enrich the knowledge of “performance excellence” in a community organization. Finally, a longitudinal study would be a welcome addition.
Practical implications
The following must be considered. First is setting a clear direction: the organization’s vision and mission, by purposeful design, should ensure that CBSE managers are leading by example and demonstrating the importance of social and environmental value creation. Second is developing institutional culture: fundamental core values focused predominantly on “customer-focused excellence” and “social responsibility” encourage collaboration by “working together to drive success”. Third is developing integrated management system: CBSEs need to ensure that the management systems can collaborate and complement each component to create performance excellence. Fourth is creating a learning organization: CBSEs need to create a culture of continuous learning through data collection, measurement, analysis and modification.
Social implications
This study clarifies that the implementation of BCPE is crucial to the establishment of performance excellence at both macro- and micro-level organizations. According to the Malcolm Baldrige National Quality Award, the fundamental drivers of BCPE are the same for all types of organizations and in all sectors, whether in the private sector, education, health care or government (Blazey and Grizzell, 2021). By applying the Baldrige excellence model at the community level, this study found that CBSE can similarly strive for excellence and improved performance. This can lead to strengthened services, increased productivity and enhanced quality of life for the community.
Originality/value
This study provides a novel viewpoint on the Baldrige paradigm. Expressly, BCPE is compatible with global south community-based organizations to enhance performance excellence. Its essential contribution demonstrates that Baldrige model concepts are more widespread within smaller and underdeveloped territories than imagined. The recent (post-study) inclusion of “Community” as an independent sector in the Malcolm Baldrige National Quality Awards validates the research findings and recommendations proposed by this study.
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This study aims to help nonprofit organizations (NPOs) implement business excellence models (BEMs). The authors identify and rank critical success factors and barriers to…
Abstract
Purpose
This study aims to help nonprofit organizations (NPOs) implement business excellence models (BEMs). The authors identify and rank critical success factors and barriers to implementing BEMs among NPOs in Saudi Arabia and investigate the impact of human resources availability on BEM implementation in these organizations.
Design/methodology/approach
Based on the review of relevant literature, the authors designed a questionnaire completed by 138 NPOs. Factor analysis was used to measure and rank the criticality of success factors and barriers to BEM implementation. A Kruskal–Wallis nonparametric test was conducted to compare answers across groups classified by the number of full-time employees in the organization.
Findings
The study identifies the five most critical success factors for implementing BEMs in Saudi NPOs: data analysis and reporting capabilities, effective organizational communication, implementation strategy and approach, use of benchmarking and adoption of a clear governance framework. The five most critical barriers to implementing BEMs are the lack of a culture of continuous improvement, organizational strategy, qualified employees, customer orientation and clear organizational roles and responsibilities. The number of full-time employees in Saudi NPOs does not significantly impact the success or failure of implementing BEMs.
Originality/value
This paper is a continuation of research that aims to increase BEM adoption among NPOs, including micro-NPOs, in Saudi Arabia and, by extension, other countries.
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This study aims to review the current status of quality management (QM) research in Arab countries between 2001 and 2020.
Abstract
Purpose
This study aims to review the current status of quality management (QM) research in Arab countries between 2001 and 2020.
Design/methodology/approach
The study adopted the content analysis methodology, searching through various databases and search engines for relevant publications using several keywords. The selected publications were classified according to several criteria and the obtained results were presented in the form of frequencies and percentages.
Findings
Most research publications regarding QM were journal articles. The number of publications has steadily increased between 2001 and 2020. Moreover, QM research largely uses the quantitative research design. Questionnaire surveys are widely used as a data collection method; basic statistical analysis techniques are commonly employed to analyze the data. There is a tendency toward empirical research versus conceptual research. A few journal articles were published in reputed peer-reviewed international journals with low citation. Overall, Arab scholars research on QM and related topics over the past two decades is not significant for the field considering the number of published papers, citations and the papers published in reputed peer-reviewed international journals.
Research limitations/implications
This study has several limitations. First, it does not cover non-English information sources due to the overall lack of Arabic publication databases. Second, it uses a limited number of criteria to classify the selected publications. Third, it adopts the content analysis methodology to classify the selected publications. This method has several limitations, which may negatively affect the results. Nevertheless, the study offers several implications for research scholars, educators and practitioners.
Originality/value
This is the first study to attempt a comprehensive overview of the state of research on QM in Arab countries between 2001 and 2020 using the content analysis methodology.
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Xingxi Li, Su Wu and Huiming Liu
Quality awards are widely considered symbols of successful quality management. The purpose of this paper is to empirically test the effects of the China Quality Award (CQA) on…
Abstract
Purpose
Quality awards are widely considered symbols of successful quality management. The purpose of this paper is to empirically test the effects of the China Quality Award (CQA) on firms' performance. The study further explores how the benefits due to CQA are affected by contextual factors.
Design/methodology/approach
Using the data of CQA winners from 2001 to 2016, the event study method is applied to analyze the abnormal performance of winners. Furthermore, multiple regression models are proposed to evaluate the effects of contextual factors on the relationship between the award and profitability.
Findings
The findings show that CQA has positive impacts on profitability and fixed asset efficiency but not on labor productivity. Besides, state-owned firms and firms with high innovation intensity obtain more profitability benefits than others.
Originality/value
This is the first study to explain the relationship between quality awards and firm performance from a theoretical perspective, providing new insights into the quality management and performance literature. Furthermore, this study deepens the understanding of the relationship between quality awards and performance and reveals new implications. Some of the contextual factors examined, such as innovation intensity, are considered for the first time in quality award research.
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