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The purpose of this paper is to propose a roadmap for operationalizing EFQM excellence model based on the RADAR logic and in parallel develop a new concept for selecting the firm-specific EFQM measures based on the level of maturity and the prevailing corporate culture.

A comprehensive review of literature leads to a clarification of the relation between EFQM measures and RADAR logic and also identification of the requirements for assessment of culture and determination of maturity level in the context of EFQM excellence model. Based on these requirements, existing culture assessment approaches and maturity assessment methods have been evaluated.

The main outcome of this research is a new concept for efficient design of EFQM excellence model. This concept consist of three main parts: assessment of culture types in context of EFQM; assessment of maturity level; and design of EFQM measures based on RADAR logic. The findings are expected to reduce the effort for implementation of EFQM by designing tailored measures that fit to the existing culture and maturity level.

The findings of this study are relevant to multinational large firms that deal with EFQM or similar excellence models.

This paper presents a new concept for designing EFQM in the light of prevailing corporate culture and maturity level, which in one hand needs fewer resources and on the other hand it is more effective in implementation.

The purpose of this paper is to develop an approach for implementing business excellence (BE) based on prevailing corporate culture and to propose relevant gates to monitor the corporate culture in the way to excellence.

This research demonstrates a culture-based perspective of implementing BE. After an exhaustive review of literature, the relation between BE and corporate culture was clarified and a methodology was developed, which describes how BE projects can be performed successfully in the context of an existing culture instead of adapting the culture.

The outcome of this research is the main concept for culture-based implementation of BE. Furthermore, five culture gates were designed to control the effect of BE measures on the corporate culture in long period of time. The findings indicate how BE can be implemented without considerable efforts to change the culture.

The findings of this study are relevant to all different sized organizations in different sectors and industries for achieving outstanding results and maintain this capability permanently in the organization.

This paper presents a unique approach for implementing BE in the light of prevailing corporate culture; such an approach has not been addressed in previous publications.

The purpose of this paper is to develop a holistic model for reviewing business excellence (BE) concepts from a systemic perspective and to propose an implementation guideline intending to fill the gap between theory and practice of systems thinking in quality management.

The research is an exploratory investigation into the business excellence implementation based on systems thinking. After an exhaustive review of literature about BE implementation frameworks, critical barriers and success factors, system‐based integration models and change management models, a methodology was developed which describes the process of designing and implementing a sustainable BE.

The outcome of this research is a roadmap of BE implementation for sustaining organizational excellence obtained from a meta‐model proposed in this study.

The findings of this study are relevant to all different sized organizations, in different sectors and industries, for managing dynamic and complex processes in order to guarantee a sustainable BE.

The paper presents a unique roadmap for implementing BE in the light of systems thinking; such a roadmap has not been addressed in previous publications. When used properly, this roadmap can direct organizations toward sustainable excellence.