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The purpose of this paper is to develop a conceptual framework to investigate how the European Foundation for Quality Management (EFQM) excellence model enablers influence the four types (product, process, organizational and marketing) of innovation performance of a manufacturing firm.

The study uses survey data from a sample of 580 manufacturing firms in Greece and employs structural equation modeling to test the developed hypotheses.

The results reveal that enablers of the EFQM model are either directly or indirectly associated with the four types of innovation. Furthermore, the findings show that it is essential for a firm to manage all the facilitating enablers included in the EFQM model, since they cannot boost innovation when implemented in isolation.

The sample is limited to one country (Greece). In addition, researchers have to assess the same relationships considering the effect of external factors such as environmental uncertainty. The potential consequences of enablers on innovation performance may be mediated by customer or people results.

The empirical findings of the present study help managers to develop the appropriate quality strategies and allocate the respective resources according to the desired type of innovation.

Based on the multi-dimensional structure of quality, this empirical study determines the contribution of EFQM model enablers to specific innovation performance dimensions of manufacturing companies.

The purpose of this paper is to analyse the level of corporate social responsibility (CSR) development, in accordance with the dimensions of Maon et al.’s (2010) model, which could be achieved when organisations adopt the EFQM model, as well as how the EFQM model can foster this CSR development.

The research method chosen was a qualitative methodology involving multiple case studies. The empirical research relies on an in-depth study of four cases of organisations recognised by the EFQM model in Spain.

The findings show that, although a higher commitment to the EFQM model implies a greater level of CSR development, with the knowledge and attitudinal dimensions more developed than others, organisations still have to make CSR an internalised management ideology.

The very nature of the process of EFQM assessment does not ensure uniformity in all aspects of management. Limitations that are inherent to case studies: factors that can be chosen by the researcher, such as geographical location, size, sector and ownership, can have an influence on the characteristics of the CSR practices that are found.

This study contributes to the literature on excellence by approaching the EFQM model as a tool to integrate CSR issues into management.

A relationship between commitment to excellence and CSR development does exist.

To the best of the authors’ knowledge, no previous analysis has been performed to address the potential relationship between CSR development in accordance with Maon et al.’s (2010) model and commitment to excellence.

The purpose of this paper is to examine how sub-criteria of the European Foundation for Quality Management (EFQM) model is structurally connected and influence each other. This paper also tries to find the underpinning logics in the EFQM model.

The study uses the empirical methodology based on assessment scores of 58 different organizations to gauge the underlying structure, develop the construct and establish interlinkages among the various sub-criteria in the EFQM model. Statistical analysis is used to find the impact on results and cross influencing of criteria at the sub-criteria level. The factorial analysis is carried out using the Doe technique to create factorial plots for result categories (customer results, people results, society results and business results). The approach is to unravel (1) the role played by each sub-criterion of the model, (2) the effects of sub-criteria on the results of the EFQM model and (3) the influence of sub-criteria on the managerial aspects of the model in an organizational context.

The EFQM sub-criteria are categorised as promoters, proponents, defenders or detractors based on their impact on the results and cross-influence on each other. The study unfolded seven sub-criteria positively impacting the results and one sub-criterion negatively impacting the results if not handled properly. Out of 32 sub-criteria, nine sub-criteria are influencing more than six other sub-criteria.

The paper investigates, for the first time: (1) the role played by each sub-criteria of the model; (2) the relationships that are produced between these sub-criteria on the EFQM results and (3) identify how such sub-criteria would influence the managerial aspects of the model in an organizational context. This research develops underlying logics in the EFQM model using Doe factorial methods for overcoming the multi-collinearity.

The implementation of business excellence models is becoming a key competitive priority for companies, but the type of results they obtain by implementing such models and the importance of such results remain open issues. The purpose of this paper is to clarify the results obtained by companies that implement the European Foundation for Quality Management (EFQM) excellence model, with a focus on their importance and nature.

An empirical study was conducted in 68 Spanish firms that were immersed in the process of implementing EFQM. The methodology consists of a descriptive analysis and factor analysis in order to determine which groups of results are the most important. Finally, clusters of firms are analyzed to establish their profile in relation to these groups, using cluster analysis.

This study shows that the main results of the implementation of EFQM are an improvement in the external image of the company and an increased efficiency of internal processes. In addition, the results can be grouped into internal results, human resources results and economic results, with the first group being the most important. Finally, the results show that there are three groups of firms, categorized according to their results orientation: highly results-oriented, moderately results-oriented and minimally results-oriented.

Companies are in a better position to anticipate and solve the problems that may arise during the implementation process if they understand the results of the implementation of EFQM, along with the motivations for and barriers to the implementation. Also, this research shows that the bodies promoting and motivating quality should make a special effort to emphasize the importance of non-financial results in companies that implement EFQM.

This paper extends the knowledge in the field of business excellence models by developing an instrument to measure implementation results from the perspective of quality managers who were specifically appointed to lead the implementation of the EFQM excellence model in companies.

An assessment of the EFQM excellence model was carried out in Italy's Udine Hospital, aimed at evaluating how first and second‐level managers perceived their hospital and individual departments. The study objectives also included identifying strengths and areas requiring improvement and stimulating a quality culture.

Udine's S. Maria della Misericordia Hospital is a large specialised unit in North East Italy and similar to many regional hospitals throughout the country. The survey is a single case study of the hospital and its ten clinical departments. A 153‐item questionnaire was completed by 201 experienced respondents.

Leadership, policy and strategy, partnership and resources were rated highly, whereas people, society and customer results received lower ratings. Several improvement actions were planned, primarily with regard to the results criteria.

A two‐level self‐assessment was successfully carried out in a hospital, giving insight into the organisation's strengths and areas requiring improvement. Through the study, a systemic approach was introduced and quality awareness was heightened.

The findings are useful for other hospitals conducting EFQM self‐assessment.

Different approaches to improve quality are used in organizations delivering health care. Donabedian introduced structure, process and outcome, from which other approaches like self‐assessment, accreditation, visitation, International Standards Organisation (ISO) and European Foundation for Quality Management (EFQM) can be aligned. The EFQM model is one such approach that has been adopted and adapted by the Dutch Institute for Quality Management. This article describes the background and progress relating to the use of the EFQM business excellence model within Dutch health care organizations. In addition the process for applying for the European Quality Award and the Dutch Quality Award are described in detail. Finally, the reader is enlightened regarding the work of the European ExPeRT research group who are promoting the use of quality models within health care.

This paper provides insights into the applicability of excellence models (in particular the European Foundation for Quality Management (EFQM) Excellence Model), for use in the nonprofit context as a strategy for performance improvement aiming to enhance sustainability.

The study is based on an exploratory, qualitative in‐depth case study approach, which includes three UK‐based nonprofit organizations (NPOs) as research case studies.

In general, we found the quality models to be relevant to the NPO context, and potentially effective and useful as a performance improvement strategy for NPOs. However, we also propose some modifications to the EFQM model to address the specific characteristics of this sector. Additionally, we compare two of the most widely used quality models (EFQM and MBNQA), and suggest that although both are relevant for NPOs, the EFQM model has some superior advantages.

This paper contributes to the debate about the sustainability of organizations and the underpinning mechanisms behind their efficiency. Many researchers and practitioners are continually debating how an organization can optimize its available resources, as this is considered to be one of the primary foundations for organization sustainability. The added contribution of this paper advances this debate a step further by providing insights into how concepts and tools which have been initially designed for the for‐profit sector can be deployed by nonprofit organizations (NPOs). In addition, the paper provides further views about the approaches NPOs might use in response to the current political and financial challenges.

This paper aims to determine the influence of the European Foundation for Quality Management (EFQM) excellence enablers on the financial, market and non-financial performance of the textile companies in Pakistan. Moreover, the mediating role of organizational learning culture is also tested in EFQM enablers and performance relationships.

Using a multi-respondent strategy, the data was collected from 254 textile firms registered with All Pakistan Textile Mills Association (APTMA) using a highly structured questionnaire. The data were analyzed using structural equation modeling via AMOS v.22.

The results reveal that EFQM excellence enablers significantly influence financial, non-financial and market performance. Furthermore, organizational learning culture (OLC) significantly positively mediates the relationship between EFQM excellence enablers and business performance.

This study enhances the literature of EFQM enablers and microfoundations of institutional theory in the textile industry of developing countries and proposes a way forward to the effective utilization of such enablers for higher performance.

This research is the first of its kind that empirically tests the microfoundations of institutional theory concerning EFQM, OLC and performance in the textile industry of Pakistan.

This paper examines the weight structure of the EFQM excellence model. This is done through a survey among 756 chief executive officers from Danish companies who responded to a self‐assessment questionnaire. The data from this survey have been analysed through factor score regression based on confirmatory factor analysis on 5,000 bootstrapped samples. The analysis shows that the perceived criterion weights vary from the current allocation in the EFQM excellence model. This deviation is so substantial that the allocation of weights between the enabler and the result block vary considerably from the actual allocation in the EFQM excellence model. Furthermore, it seems as if Danish companies perceive the enabler criteria as equally important but this is not the case for the result criteria.

The paper aims to present a review and comparison of the Russian Federation Government Quality Award (RFGQA) with the three major business excellence models, Malcolm Baldrige National Quality Award (MBNQA), European Foundation for Quality Management (EFQM) Award and Deming Prize.

The paper briefly reviews the RFGQA through a desk-top research method. Then, it adapts the comparative approach used in a similar study by Vokurka et al. (2000). Thus, the comparative analysis consisted in contrasting two characteristics of the RFGQA with those of the MBNQA, EFQM Award and Deming Prize, namely, award descriptors (i.e. objectives and criteria) and emphasis placed on excellence criteria (i.e. weighting). The study also includes a mapping assessment to explore up to what extent the RFGQA addresses the criteria of the major models.

Although the RFGQA was designed based on the concept and structure of the EFQM model, the results of the study indicate that there are still differences among them, especially in terms of internal business processes. RFGQA finds more differences with the MBNQA and Deming Prize excellence models than with the EFQM.

This research would benefit organisations and managers in Russia, as they will be able to acquire a deeper knowledge on the RFGQA. This may facilitate its awareness and implementation.

The paper expands the current knowledge in the area of quality management and models for business excellence, as it is among the very first investigations to have studied the RFGQA model.