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The purpose of this paper is to conceptually explore building a culture of excellence from the ground up as well as evolving a current culture to one more focused on excellence.

This study reviewed extant research related to organizational cultures and cultures of excellence that have implications for building or evolving into these types of cultures.

The findings of this study suggest that the “people side” of organizations is crucial to forming a culture of excellence. Specific people-oriented considerations to forming such a culture include leveraging leaders and understanding other influences including diversity as well as external aspects. Changing culture must occur at the assumptions (and not just artifacts) level. Furthermore, there are many barriers to building a culture of excellence, many of which are also related to an organization’s people.

A qualitative grounded theory approach whereby researchers asked organizational members to define “culture of excellence” could help build a clearer model for the formation of cultures of excellence. Quantitative approaches should also test how successful the influencers, noted in this study are in creating cultures of excellence. This study’s conceptual links between cultures of excellence and performance should also be tested empirically.

This paper provides practitioners insight into the importance of culture and considerations for how to change an organizational culture.

This paper advocates for the importance of social considerations in the workplace regarding creating a culture of excellence.

To the best of the authors’ knowledge, this paper is the first that discusses creating a culture of excellence. Furthermore, it is one of only a handful of articles that links people to excellence.

This empirical survey research aims to identify the dimensions of service excellence culture for hospitals. Ultimately, a measurement tool was developed for hospital service excellence (i.e. HospiSE scale).

The survey research involved qualitative and quantitative approaches in the scale development process. The structured questionnaire was carefully designed after literature review and focus groups discussions. The respondents were employees from the public and private hospitals in Malaysia. A total of 1,558 usable questionnaires were used for the quantitative analysis. The HospiSE scale was empirically tested for reliability and validity through exploratory and confirmatory factor analyses.

This measurement-oriented research had identified three dimensions of service excellence culture for hospitals, namely: employee orientation, patient orientation and competitor orientation. The multi-dimensional measure consists of 21 items.

Longitudinal research is required to provide evidence of the causal effects of HospiSE on employee satisfaction and loyalty. The HospiSE scale also requires further verification and refinement.

The parsimonious scale can serve as a strategic and practical measure to evaluate and manage service excellence culture at hospitals. Reliable and valid information can be obtained for fast and cost-effective diagnosis of the service culture for continuous improvement.

The new scale is expected to be an important diagnostic to understand and measure service excellence culture at hospitals. The patients and society at large will benefit from the improved hospital service management.

The multi-item measurement tool is new and it can provide insights into service management, resource allocation and human resource management for excellent hospital service. The measurement development process is contextualized for the hospital services.

The purpose of this paper is to assess the organizational culture of courts in the United Arab Emirates (UAE), and the culture type required to achieve business excellence. This research also aims to benchmark the criteria weights of the International Framework for Court Excellence (IFCE) in the UAE and suggest new weights that better reflect courts’ local priorities and national work culture.

The analytic hierarchy process (AHP) method was used to prioritize the IFCE criteria and select the most important culture types to consider. A questionnaire was designed and data were collected from first instance courts in UAE. The respondents were judges in management roles, to ensure that the opinions provided reflected experience of judging and were aligned with the courts’ strategic objectives.

The results show that the IFCE model criteria have different levels of importance in UAE than in the original model. The major differences are in court proceedings and processes, and affordability and accessibility of services. Adaptability and mission seem to be the most important cultural traits.

No previous studies have investigated court excellence in UAE. This study should supply court managers and administrators with a clearer understanding of the priorities for achieving court excellence. There is inconsistency about the culture needed to boost good performance in public service organizations like courts, and decision makers may use these findings to enhance the cultural attributes that are particularly associated with excellence in courts.

To recognize the existing state of knowledge on a culture of excellence (CoE) in higher education institutions (HEIs) and to define the CoE in HEI and the dimensions that make up that culture. A subsidiary goal is to propose a qualitative tool to measure CoE maturity.

The study was based on the qualitative method, the preferred reporting system of systematic reviews and meta-analysis (PRISMA). Next, the conceptual work method was used.

A research gap in the topic of CoE in HE has been confirmed. The CoE's own definition has been proposed, as well as a set of seven dimensions that comprise it, such as: Clear vision, mission and goals for excellence; Leadership oriented to excellence; Employee engagement; Human resources management; Meeting and exceeding student and staff expectations; Continuous improvement of processes through innovation and excellent practices; and Partnership and teamwork for improvement.

The study research was limited to open-access articles. Therefore, in the future, the search can be broadened to include monographs or doctoral dissertations, and other peer-reviewed studies. The research implications are related to the originality of our work and the proposals of two concepts – a CoE model and a CoE maturity assessment tool.

Leaders at universities, e.g. rectors and deans, can take into account the identified dimensions and progressively provide them as conditions conducive to achieving above-average levels.

This is the first literature review on CoE in HEIs, which can be considered an original contribution to science and practice. The original contribution of the paper is also the proposal of a CoE conceptual model and a CoE maturity assessment tool.

This study aims to understand the culture of excellence by examining the role of entrepreneurial culture in shaping how firms achieve sustainable competitive advantage (CA). This study takes into consideration the firms’ capability to transform the entrepreneurial culture into a sustainable CA by generating product development and adapting the information technological turbulence.

This study first gathers evidence from literature then carries out a detailed study to propose a structural equation model followed by an online survey that supports empirical evidence. This empirical test involves a data set with 782 usable responses following the 4,000 emails sent to the respondents and removed data due to the missing values. The population data are taken from the firm directory in Surabaya City that the Indonesian Ministry of Trade and Industry published.

There is a strong tendency that entrepreneurial culture is imperative for firms to attain sustainable CA by supporting new product development. The results show that product development provides a partial mediating effect, which indicates that entrepreneurial culture may affect the sustainable CA directly and with the product development support. This study also touches on dynamic capability by proposing a scenario approach that suggests that firms should refine the entrepreneurial culture to adapt to the information technological turbulence.

This study extends the understanding of the culture of excellence by underpinning the dynamic capability theory, which argues that entrepreneurial culture is a valuable resource, which helps firms achieve sustainable CA by promoting product development.

This paper aims to present Campden BRI’s viewpoint on the implementation of the Culture Excellence Program, which includes an assessment tool that measures the safety and quality culture within food businesses. It is the seventh paper in a theme issue of Worldwide Hospitality and Tourism Themes, discussing the importance of measuring food safety and quality culture.

A viewpoint is put forward by the Campden BRI Head of Membership and Training, supported by the results from a global training survey which was sent to over 25,000 food businesses worldwide by Campden BRI and collaborating companies.

Food safety and quality culture is of increasing importance to Campden BRI members and the food industry as a whole. It is seen as one of the main purposes of training, and as a means of measuring the effectiveness of training. The Culture Excellence Program has met with a highly positive reaction from Campden BRI industry members, showing the importance and value of culture and its measurement.

This paper shows insights into trends in the food industry within the UK and globally. It will be of value to food safety and quality practitioners, trainers, auditors and other stakeholders involved in the food industry.

The purpose of this paper is to identify and address the underlying causes of costly quality/ethical problems that have prevented companies to achieve and sustain excellence. More broadly, the study has leveraged data from multiple sources to determine root-cause issues and propose a new management model that enables leadership to prevent and effectively address quality/ethical problems by operationalizing excellence. For the purpose of this research, operationalization is defined in terms of developing a sustained culture of excellence and enabling a firm to systematically prevent, detect, and address costly problems in their daily operations.

The study has defined the concept of excellence in terms of measurable results based on ten critical success factors: products, financials, stakeholders, employees, leadership, societal, operational, innovation, alignment, and ethical excellence. To identify and address the underlying causes, this study has used a spiral research model to develop and improve an assessment process for the consistent examination of three types of firms: national quality award recipients, successful and responsible Fortune-500 companies, and landmark ethical violators. Findings from case studies were then substantiated using results from current research studies and conclusions from over 20 years of international field work/experience.

To operationalize excellence, this study found that organizations need to develop a foundation for two tightly coupled and inseparable variables: ethics, excellence. Case studies show when these two variables are inadequately planned, integrated, checked, and enforced across business operations, they cause serious and costly problems. This foundation enables a firm to maximize performance, the return on investment, and to sustain performance in each of these critical success factors (CSFs) using the following interconnected building blocks of excellence: grander purpose, measurable results, effective collaboration, leadership development, individual development, continuous alignment, continuous innovation, ethics management, and ethics foundation.

The application of the assessment instrument proved to be complex due to the difficulties of transforming conjecture into certainty using existing online corporate records (e.g. understanding true leadership intention). Findings of this study are applicable to any industry and type and size company. The building blocks of this new management model should not be developed and implemented in an isolated, standalone, or piecemeal manner; nor should they be forced onto an organization as a new program. For best results, each building block needs to be implemented as an interconnected component of a complete and total system of management and infused into the fabric of the culture as a normal part of the daily operations.

Total business excellence is a proposed new management model for operationalizing excellence. This new model serves three major purposes. First, it enables an enterprise to responsibly deliver a continuous flow of innovative and competitive products as defined and measured by ten CSFs. Second, it enables management to prevent costly quality/ethical problems by developing a unified and responsible strategy for planning, execution, and quality. Most importantly, it provides a missing platform of opportunity where individuals can incrementally grow and develop as they add meaningful personal, professional, and societal value.

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 examine trends in safety and quality culture, using quantitative data gathered from food companies who have taken the Culture Excellence assessment. It is the fourth paper in a theme issue of Worldwide Hospitality and Tourism Themes, discussing the importance of measuring food safety and quality culture.

The quantitative elements of the Culture Excellence assessment were analysed, exploring the differences between different dimensions of culture and the potential variation between managers, supervisors and operators.

Managers were found to generate higher scores for the culture of their company than operators, and to have particularly higher scores in certain dimensions of culture (e.g. Empowerment). Operators however reported receiving food safety training more frequently. Operators were also more likely to have a positive result on practical elements of the assessment (e.g. targets) than psychological ones (e.g. reward). All of the above findings were statistically significant at p < 001 with small to medium effect sizes.

This paper introduces quantitative data on food safety culture from the food industry with quantitative analysis to highlight issues and trends. It will be of value to food safety and quality practitioners, trainers, auditors and other stakeholders involved in the food industry.

It is established that there are three levels of quality, technical, generic and systemic with systemic being the preferred goal for Salford Royal Hospitals NHS Trust (SRHT). In an effort to achieve their goal SRHT embarked on using the EFQM Excellence Model to provide one overarching framework for all their quality initiatives. The article explains SRHT’s approach to implementation and integration in addition to providing a flavour of the outcomes observed from the journey so far. In essence, many benefits were realised, some aspired to, some unexpected and all worthwhile and welcomed. However, even after seven years the organisation still does not have full deployment, which confirms that efforts to assure excellence need to be relentless if there is to be a sustainable culture change that puts quality at the heart of day‐to‐day decision making.