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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.

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.

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 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.

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.

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.

Despite the widespread use of excellence models as a self-assessment tool in the past two decades, little is known about the underlying logic behind the way that promoting organizations give weight to their criteria, and whether these scores align with business reality. This paper aims to analyze whether these scores coincide with the vision of managers and the real situation of business today.

This paper uses three different methods and two kinds of data to review the evolution of scores on criteria in excellence models since their creation and empirically analyses and compares the results with the vision of the managers.

The results show that the estimated weight of criteria in the European Foundation for Quality Management (EFQM) model (both directly perceived by managers and obtained with the statistical analysis) do not coincide with the value that the promoting organization has given to them, in its current version or in the previous versions.

This paper is focused exclusively on industrial companies so one discussion point that can serve as a basis for future research is to study whether there is any difference in the distribution of points between industrial organizations and services, or between private and public organizations.

The results show that, depending of the methodology used to evaluate the weight of each element of the excellence model, these weights could be different and are different from those proposed by EFQM. Therefore, if managers want to use the EFQM model of excellence for self-evaluation purposes, they should define their own weights for each element, in accordance with their own company characteristics. Leadership, strategy, people, partnership & resources and processes could have more or less importance in promoting the success of a business, according to the specific situation of each company.

This study has been made using three different methods and two kinds of data.

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 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.

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.