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There is a clear recognition that strategic management models are frameworks for achieving sustainable competitive advantage. In this sense, excellence models are directly related to intellectual capital models. The purpose of this paper is to trace and define the relation between several EFQM criteria and the components of intellectual capital. In light of the analysis, the EFQM model may be considered as tool for the governance of knowledge.

This paper focuses on a conceptual analysis of the relations among excellence and intellectual capital. The EFQM excellence model is considered as a suitable framework for the governance of organisational knowledge. In other words, EFQM model is revisited from an intellectual capital perspective. The revision of academic literature and logical analysis are the main methodological tools.

The study shows that intellectual capital is taken into account in the overarching framework of the EFQM model. In this sense it is possible to define relationships between each component of the intellectual capital navigators and those coming from the model.

This paper considers that the intellectual capital perspective is a key element that runs horizontally across the criteria of the EFQM excellence model.

The purpose of this paper is to identify and discuss the idiosyncratic features of the adoption and institutionalization of corporate social responsibility (CSR) practices.

This is a conceptual paper in which current theory on the institutionalization of practices within organizational fields is extended. This is achieved through considering how well established models of the institutionalization process accommodate the idiosyncrasies of CSR practices.

Established models of the institutionalization process do not properly account for the patterns of CSR adoption that are identified. This is because CSR has some features that differentiates it from other organizational initiatives, including idealism, delayed discovery of instrumental benefits, public attention, and the tension between public and private logics.

This is a conceptual paper which now needs to be explored empirically, either at the level of the CSR practice or at the organizational field. It is believed that a detailed examination is warranted of the effects of the truncated adoption process (a coercive bandwagon) on organizations' adoption of CSR practices. Neither has it been considered whether all categories of CSR practices are subject to the same dynamics or development path.

It is argued that prizes and regulations that are introduced before the organizational case has been worked through properly can have a negative effect on the adoption of beneficial practices throughout the wider field. Similarly, accusations of greenwashing of firms who implement CSR prematurely, and the negative publicity that results, can result in the valuable ideals of CSR being operationalised in a sub‐optimal form.

The paper offers a new conceptualisation of the path of the institutionalization of CSR practices.