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Performance management is a key issue in the construction industry as a result of complex internal and external factors. Large construction organizations are implementing performance management models to improve business processes, products and management of people to facilitate continuous improvement. This study investigates the implementation of performance management models in large construction engineering organizations. First, a brief review of the drive for performance improvement and the strategic considerations for the adoption of performance management models is carried out with specific reference to the Balanced Scorecard and the EFQM Excellence Model. Second, using case studies of large construction engineering organizations, the findings from the implementation of performance management models are analysed and discussed. It is shown that whilst progress has been made in the implementation of performance management models in large construction organizations, significant challenges remained at the planning, deployment and assessment and review stages. This includes the motivation for performance management, leadership and resources, communication mechanisms, measurement and data collection techniques and the role of knowledge management. Performance management models provide a basis to develop strategy for sustaining longterm business objectives, and more construction organizations will adopt such innovative tools to facilitate continuous improvement, as the business benefits become clear.

This paper aims to analyze some knowledge management (KM) frameworks that sustainable development goals (SDGs) can apply to such a challenging implementation.

To accomplish this, a systematic scientific literature review was carried out about the KM concept. Searching, analyzing and collecting different KM frameworks were crossed and compared to achieve a standard KM framework list, based on the most important and relevant information collected.

The study outlines how and which KM frameworks may be applied in an effort to reach the 2030 Agenda for Sustainable Development and SDGs, so it can overcome the barriers and pitfalls related to the knowledge management use.

The paper shows some SDG areas that deserve future attention and deep implementation with KM frameworks.

With the enormous potential and vision of the sustainable development goals (SDGs), there is a barrier in its progress and development: the knowledge use, in both the local knowledge aspects and general knowledge management. This paper creates a Knowledge Management Excellence Model (KMEM) linked to SDGs, which will help and promote its use to educate and involve all those interested in meeting these goals.

This paper aims to find out how construction organizations can achieve excellence and enhance excellence through knowledge and workforce management. The combination of knowledge and workforce management, referred to here as the People Capability, is the key area of concern in this study.

The European Foundation for Quality Management (EFQM) model of organizational excellence is used as the basis for organizational excellence assessment and system dynamics is used as the modeling tool. Scenario analysis is conducted to identify the enabling factors that are more significant for organizational excellence, as well as how these factors operate and interact.

Based on the outcomes of the model, human resource development and training is the most important enabling factor that enhances organizational capabilities. Both workforce management and knowledge management are key components of People Capability, and they play crucial roles in the performance of construction firms. There is a high degree of dependence on these two components. Human resource development and training affect all capability areas and are key to the effective implementation of capability building programs.

Organizations might have various options in choosing different policies, and those policies can be planned and expressed in different manners and scales. How can an organization determine which scenarios end up producing desired performance results? Simulation techniques, especially system dynamics, have been used to answer these types of questions due to their ability to model causal relationships among various system components. The results of this research can help construction organizations identify effective knowledge and workforce management policies and capability-building programs that improve their organizational capabilities.

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 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 purpose of this paper is to study the role of organizational forgetting in the impact of strategic thinking on the implementation of an organizational excellence model. Furthermore, the factors with main effects on the implementation success of the organizational excellence model are investigated. The two main causes of organizational forgetting, including purposefulness and randomness, along with the three main factors of strategic thinking (vision, creativity and systematic thinking) also are explored. Enablers and results, which are the two key parts of an organizational excellence model are considered as well.

A model based on structural equations is designed, in which organizational forgetting factors, strategic thinking measures and main parts of a business excellence model are incorporated based on the literature. A total of 297 Iranian companies in which an organizational excellence model had been implemented are selected for investigation. A questionnaire is designed and distributed among the experts, middle managers and top managers of these companies. Based on Cochran’s formula, the sample size of 168 is obtained, for which the response rate is 100 percent. Main statistical measures such as χ² ratio to degree of freedom, non-soft fitness index (RMSEA), fitness index (GFI) and modified fitness index (AGFI) are used to assess the performance of the proposed model.

According to the results of the statistical significance tests, the role of organizational obsessive mediators in the establishment of the organizational excellence model has been largely confirmed. Furthermore, the mediator role of organizational forgetting in the final impact of strategic thinking on implementing an organizational excellence model has been widely endorsed. Failure to use knowledge from learning, the inability of a company in coding and documenting knowledge and lack of incentives to share it are the most important factors in the forgetting of knowledge in companies.

As top managers, middle managers and experts are hard to reach due to the wide geographical spread of the organization under study, a questionnaire is designed and distributed among them. The impact of organizational forgetting on other quality management systems such as ISO 9001 and ISO 4001 needs another research to be conducted in the future.

Using new experiences, increasing the competency of employees and managers experience through organizational learning, employee and managerial assessment and organizational strategy assessment are the main practical methods for considering organizational forgetting in the process of implementing organizational excellence models.

This research addresses organizational forgetting besides strategic thinking as joint main roles for implementing organizational excellence, whereas previous research works only considered strategic thinking as a factor. Furthermore, a structural equation model is developed for appraisal of effect of different factors.

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 empirically test the causal relationships in the Malcolm Baldrige National Quality Award (MBNQA) Education Performance Excellence Criteria.

Using a sample of 220 respondents from 15 United Arab Emirates (UAE) universities and colleges, results of regression analysis and confirmatory structural equation modeling show that all of the hypothesized causal relationships in the Baldrige model are statistically significant.

A comprehensive “measurement model” grounded in the Baldrige Performance Excellence in Education Criteria for the 33 items of measurement is developed, tested, and found to be valid and reliable. Leadership is identified as a driver for all components in the Baldrige System, including measurement, analysis and knowledge management, strategic planning, faculty and staff focus and process management. All Baldrige components (categories) are significantly linked with organizational outcomes as represented by the two categories of organizational performance results and student, stakeholder and market focus. The paper also tests the statistical fit of the only Baldrige model dealing with higher education, which was published in 1998 by Winn and Cameron.

The data obtained are based on a sample of UAE higher education institutions. Studies in other countries should be conducted using the developed model to ensure the reliability of the results obtained.

A greater understanding of the linkages between the elements making‐up the MBNQA Education Performance Excellence Criteria model, facilitating the guiding role that the award models play in the implementation of quality management in higher education.

For the first time, an instrument of the MBNQA Education Performance Excellence Criteria is developed and tested. A new in‐depth and holistic perspective for examining the relationships and linkages in the MBNQA Education Performance Excellence Criteria model is provided.

Aim of the present monograph is the economic analysis of the role of MNEs regarding globalisation and digital economy and in parallel there is a reference and examination of some legal aspects concerning MNEs, cyberspace and e‐commerce as the means of expression of the digital economy. The whole effort of the author is focused on the examination of various aspects of MNEs and their impact upon globalisation and vice versa and how and if we are moving towards a global digital economy.

The purpose of this paper is to critically address the key issues facing organisations in implementing knowledge management (KM) initiatives and frameworks and how to develop fit-for-purpose an integrated knowledge management framework (KMF) for organisational excellence. In doing so, the paper critically review concepts, frameworks and models of KM to introduce the SMART KM model to support the successful introduction of KM to an organisation through systematic and well-defined steps. In addition to well-founded theories, SMART KM model is also driven by best-in-class KM practices from a number of industries and sectors. SMART KM contains number of business components which supports knowledge flow throughout the organisations which can be tailored to achieve the organisation-specific goals and objectives in alignment with the adopted operating model. Throughout the paper, number of key issues facing organisations in implementing KM initiatives will be introduced and discussed. The readers would also be able to realise the design principles supporting SMART KM model and how it can be used to improve performance and achieve organisational excellence.

The paper provides an in-depth and critical review of the literature and theories on KM. In doing so, several sources have been reviewed and consulted including various mainstream referred journals focussing on KM, change management, management, HR, social science, strategy, etc. as well as books, online databases, governmental reports and statistics, etc.

All organisations are demanding better justification for investments in any KM initiative and expected outcomes. Therefore, we must ensure that KM initiatives are directly linked to the organisation’s business strategy. Moreover, we must also ensure that there are performance measurements in place to evaluate the success of the proposed KMF or KM initiative.

The SMART KMF is unique as it considers a number of paradigms and key organisation facets to assure successful deployment of KM practices and long-term sustainability of the associated benefits.