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As with the ISO 9000 standard, some doubts arise from the scientific literature about the impact of the EFQM model in companies' success. This paper aims to present an analysis of the relationships in the 2003 version of the EFQM model using data from the actual self‐evaluations of 68 organizations. It also analyzes if there are possible differences in the EFQM implementation between public and private organizations.

The Partial Least Squares (PLS) method is used to test hypotheses.

Results show that the model does not behave in the way that the designers of the EFQM expected. Two of the results variables are not sufficiently correlated with the others to be part of the complete model. When the model is tested without these two variables, the connection between enablers fails, since policy and strategy, people, and partnership and resources do not have statistically significant effects on the process. There is a slightly higher achievement in the group of manufacturing/private companies compared with the group of public/educational institutions.

This paper is an exploratory study. A deeper analysis of the agency criteria might produce improved results. It would also be possible to examine sub‐criterion levels. Each enabler in the model is composed of different sub‐criteria and the relationships among them have not been explored in the literature. The question that needs to be addressed is whether the inclusion of enablers in the EFQM Excellence Model can be justified on empirical grounds.

Previous research has been conducted using secondary data. The study has been made using the real self‐evaluations of organizations, evaluations that have been validated by official staff of the EFQM organization. In addition, whereas much of the previous research analysed the 1999 version of the model, this paper focuses on the latest version of 2003.

This paper compares three business excellence models (BEMs): Baldrige criteria for performance excellence (BCPE), European Foundation for Quality Management (EFQM) model and Deming Prize (DP) model, representing American, European and Japanese excellence models, respectively. These models are compared in terms of contents, scope, orientation, emphasis and administration.

Using an inductive-deductive approach, the paper identifies and compares the contents, core values, unique features, points of emphasis and the overall approach of these models.

Significant differences exist in these models, and that none of these models is perfect. Overall, the BCPE is results-oriented, mainly economic-focused, explicit in presenting requirements and better structured. The EFQM model provides an augmented focus on sustainability, stakeholder engagement and inclusivity. The DP model is an internally oriented TQM model that focuses on processes improvement as a means to excellence.

The findings can guide managers regarding what they should expect from the application of excellence models and make better decisions regarding the choice of excellence models. Further, these findings can provide a foundation for updating the excellence models.

This paper stands alone as a qualitative comparison of BEMs in terms of contents, scope, administration and emphasis on excellence related matters.

The purpose of this paper is to explore the nature of the research topics and methodologies used in the European Foundation for Quality Management (EFQM) Business Excellence Model studies, as well as to suggest a future research agenda.

An integrative literature review methodology was used to explore the diversity of studies being conducted concerning the EFQM model.

Results of the review indicate that the majority of papers are focused on too few research topics (e.g. performance measurement) with limited methodologies (e.g. case study).

The paper enables researchers and practitioners to recognize the missing avenues of current studies and how these avenues could be improved. It provides ideas to stimulate researchers to take divergent and multiple methodological facts. It will be helpful to enhance both the quality and volume of the EFQM model studies.

This paper identifies the current status of the EFQM model studies in terms of research topic and methodological issues.

The paper seeks to explore the effect of academic culture on the implementation of the European Foundation for Quality Management's (EFQM) Excellence Model in UK universities.

A literature review reveals several aspects, which collectively define the academic culture in UK universities. These aspects were explored in four case studies of the implementation of the EFQM Excellence Model in UK universities.

It was found that certain of these aspects had a good “cultural fit” with the EFQM Excellence Model and its underpinning concepts and others acted as cultural barriers to the implementation of the model.

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

The paper proposes an ideal mix of cultural aspects to facilitate implementation of the EFQM Excellence Model. Strategies are recommended for dealing with situations where the assessed academic culture does not fit well with the use of the model. These strategies include both attempts to influence and change the academic culture to provide a better fit with model and also suggested amendments to the use of the model to provide a better fit with the academic culture.

This paper makes a contribution to the understanding of academic culture and its effect on the implementation of a quality improvement methodology. Academic managers in universities may find its recommendations useful if planning a similar implementation.

The purpose of this paper is to identify knowledge as a key strategic resource within the EFQM excellence model. The study also analyses whether the EFQM model helps to create an adequate context for successful knowledge management (KM). A description is given of the synergies between both management approaches, with the purpose of reaching sustainable competitive advantages within organizations.

A literature review and a content analysis are carried out which show how the current version of the EFQM model includes the key aspects of the knowledge management systems (KMS) and its process. Also, the relationships and synergies between both considered management approaches are analyzed: quality management and KM.

After a detailed analysis of KM issues in the EFQM model, important synergies and complementary elements are appreciated between both management frameworks. Evidence is given of how the integration of both frameworks constitutes a dynamic capability that can lead organizations to attain sustainable competitive advantages.

An exhaustive review is given of the elements related to KM present in the EFQM model. In addition, companies are offered guidelines to be able to manage their knowledge through a model that is recognized and widespread in the business sphere.

The research develops the first content analysis of the process elements and KMS present in the whole structure of the EFQM model. Furthermore, it is shown how the integration of excellence and KM constitutes a dynamic capability for organizations based on continuous improvement, innovation and learning.

The European Foundation for Quality Management (EFQM) excellence model has been widely used by higher education institutions (HEIs). However, knowledge about the state of the art concerning its application in the context of HEIs is still reduced. The purpose of this paper is to provide groundwork able to boost coordinated research efforts toward the development of the knowledge body in the field.

This research is based on a systematic literature review (SLR) of 25 papers identified in the ISI Web of Knowledge and SCOPUS databases, and considered relevant for analysis.

The paper provides a broad overview of the main issues explored so far in literature: potential benefits, potential barriers and critical success factors. By highlighting the main shortcomings of current research and the corresponding opportunities for additional research directions, the authors hope to boost further research efforts in the field.

To the authors’ knowledge, this is the first SLR in the field.

The major aim of this investigation is to propose a novel approach for evaluating the implementation of the European Quality Award, i.e. the model of European Foundation for Quality Management (EFQM).

The EFQM model includes both enablers and results, while in the service quality gaps model, only the gaps between the organization and customer are studied. In this paper, a new approach has been proposed to assess seven determined gaps in implementing the EFQM model based on the concepts of the service quality gaps model and the ServQual approach. The new approach to the EFQMQual has been examined in Isfahan Province Gas Company using different viewpoints of senior and middle managers and senior experts on four elements of determined gaps. These include perceptions of goals, expectations of goals, perceptions of assessment and expectations of assessment.

Findings indicate that leadership and key results criteria have the lowest and the highest gap values, respectively. In addition, the fifth gap, i.e. the difference between expectations of assessment and perceptions of assessment, has the lowest average, while the seventh gap, i.e. elements of the EFQM model, has the highest average. With regard to the correlation among the seven gaps, it became obvious that there is a significant correlation among the first, fifth and sixth gaps; and also between the fourth and fifth gaps. Finally, based on the Pareto rule, the priority of the criteria related to each of the gaps has also been determined.

One of the limitations of this study is the complexity of the concepts in the questionnaires, which makes it difficult for respondents to understand the items of the questionnaires. To overcome this, therefore, the researcher has attached a guideline to the distributed questionnaires.

As the literature review indicates, there has not been any research on integrating the concepts of the service quality gaps model, the ServQual approach, and the EFQM model, while also analyzing the weak and strong results obtained from implementing the EFQM model based on such an integrated approach. The significance of the study lies further in the fact that based on an approach similar to the proposed EFQMQual, such concepts can be applied for evaluating the implementation of other quality award systems.

The purpose of this paper is to propose a roadmap for operationalizing EFQM excellence model based on the RADAR logic and in parallel develop a new concept for selecting the firm-specific EFQM measures based on the level of maturity and the prevailing corporate culture.

A comprehensive review of literature leads to a clarification of the relation between EFQM measures and RADAR logic and also identification of the requirements for assessment of culture and determination of maturity level in the context of EFQM excellence model. Based on these requirements, existing culture assessment approaches and maturity assessment methods have been evaluated.

The main outcome of this research is a new concept for efficient design of EFQM excellence model. This concept consist of three main parts: assessment of culture types in context of EFQM; assessment of maturity level; and design of EFQM measures based on RADAR logic. The findings are expected to reduce the effort for implementation of EFQM by designing tailored measures that fit to the existing culture and maturity level.

The findings of this study are relevant to multinational large firms that deal with EFQM or similar excellence models.

This paper presents a new concept for designing EFQM in the light of prevailing corporate culture and maturity level, which in one hand needs fewer resources and on the other hand it is more effective in implementation.

By contrasting a contingency with a universal approach to business excellence models (BEMs), the purpose of this paper is to investigate the effect of size on the use of the European Foundation for Quality Management (EFQM) model by organizations that were officially “Recognized for Excellence” in Spain. It considers the potential differences between large organizations and SMEs on the level of adoption of EFQM criteria and on the impact that enablers-criteria may have on key performance measures.

This study uses actual sub-criteria and criteria scores attained by organizations in their assessment for EFQM recognition. Scores of a population of 216 organizations are analyzed via analysis of variance, factor and structural equations models.

Although there are some criteria in the EFQM model that appear to be universally adopted irrespective of size, the empirical analyses indicate that size may shape the adoption of other criteria and the impact that enablers can have on results, thus supporting a contingency perspective. Moreover, the findings call for the revision of the relationships embedded in the EFQM model.

In contrast to most previous research, which relied on surveys of managers’ perceptions, this study uses the actual scores achieved by organizations in their assessment for EFQM recognition. It addresses the effect of size on the whole model, which so far has been neglected in the literature. All in all this study contributes to the literature on contingency approaches to best practices, and more specifically to BEMs. To the practitioner, it provides guidelines for addressing perceived performance gaps in their pursuit of recognition for excellence.

This paper describes the findings of a case study undertaken to investigate the status of total quality management in a UK higher education institution (HEI) using the self‐assessment methodology developed by the European Foundation for Quality Management (EFQM). The case study strategy involved six schools within the same HEI. Provides evidence to encourage implementation of staff development strategies which provide education and training to deans, assistant deans and all personnel involved in quality and performance improvement on the effective use of the EFQM model and the integration of the UK’s Quality Assurance Agency model with the EFQM model. The need to critically evaluate emerging models for quality and performance improvement prior to selection and implementation is emphasized. This study identifies a comparison of the EFQM methodology with the educational criteria for the Malcolm Baldrige National Quality Award as a key area for further research.