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Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.

Index by subjects, compiled by K.G.B. Bakewell covering the following journals: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.

Through the analysis of a crucial period of the history of quality in Europe – the creation of the European Foundation for Quality Management (EFQM) and the development of the European Quality Award – the author, who was a protagonist of the narrated events, aims to reveal some historical aspects that are generally ignored and that should explain some of the peculiarities of the award model. Taking stock of the present situation, some directions taken in the TQM/Excellence Model's development and use are questioned, and the author reasserts his views on the whole matter.

For the historical part the author has based his research on public documents, EFQM Newsletters and internal documentation and personal correspondence with the protagonists of the events that are mentioned. The author will be glad to share with students who want to conduct research in this area his personal records. The following discussion is mostly based on the author's findings and experiences, compared with the most common practices.

Since the purpose of the paper is to tell a story which the author was a protagonist of, to derive from it some lessons that are important for the future, the first part of the paper is dedicated to narrating those aspect of the European Quality Award Model's development that are crucial to understanding why such a model, initially developed following the Malcolm Baldrige Award scheme, suddenly changed dramatically. In this part the author relates some personal anecdotes to make the story more alive and complete. The second part of the paper presents the author's views on organisational improvement models and self‐assessment and explains why he believes that the present course should be changed, if the risk of negative impacts on quality development is to be avoided.

The paper tells a story of an out of the box approach that strongly affected the development of the European Quality Award Model, now the EFQM Excellence Model; and explains why, in the author's view, further innovation is needed in quality management, if we really want to pursue continuous organisational improvement.

Index by subjects, compiled by K.G.B. Bakewell covering the following journals: Facilities Volumes 8‐17; Journal of Property Investment & Finance Volumes 8‐17; Property Management Volumes 8‐17; Structural Survey Volumes 8‐17.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐17; Journal of Property Investment & Finance Volumes 8‐17; Property Management Volumes 8‐17; Structural Survey Volumes 8‐17.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐17; Journal of Property Investment & Finance Volumes 8‐17; Property Management Volumes 8‐17; Structural Survey Volumes 8‐17.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐17; Journal of Property Investment & Finance Volumes 8‐17; Property Management Volumes 8‐17; Structural Survey Volumes 8‐17.

Describes the important contributions of quality gurus like Deming, Juran, Crosby, Feigenbaum, Ishikawa and Garvin which led to the evolutionary development of Strategic Quality Management (SQM). In addition, the core concepts of SQM, namely, customer focus, leadership, strategic quality planning, design quality, speed and prevention, people participation and partnership, fact‐based management and continuous improvement are identified and are compared with Malcolm Baldrige and European Quality Award criteria and ISO 9001 certification requirements. Also a framework for implementing strategies based on these seven core concepts is recommended. Develops a comparative analysis of Malcolm Baldridge and European Quality Awards, and ISO 9001 requirements.