Introducing a concept for efficient design of EFQM excellence model

Effects of the organizational culture and knowledge exploration and exploitation on results in the EFQM model framework

Purpose

This paper aims to adopt Cameron and Quinn’s analysis of organizational culture and March’s learning framework to analyze the type of organizational culture (OC) that promotes learning competences and whether exploration and exploitation competences (ambidexterity) improve the European Foundation of Quality Management (EFQM) results (excellent results). In addition, this research tests if these competences exercise a mediating effect in the relationship between OC and performance.

Design/methodology/approach

A model is proposed whose relationships have been tested using structural equations. The sample was obtained from the SABI database. Two hundred valid questionnaires were returned via a webpage, in which four managers from each of the 200 organizations responded.

Findings

The results support the proposed relationships. Adhocracy, hierarchy and market culture have a positive relationship with excellent results. A hierarchical culture develops exploitation competences, and a market culture develops learning ambidexterity. Moreover, exploration and exploitation increase results. Finally, these two cultures indirectly influence results through exploration and exploitation competences.

Research limitations/implications

The proposed model can help managers who implement the EFQM model to better understand how the culture of their organization promotes learning and how these two variables improve their performance.

Practical implications

Because the EFQM model requires organizations to use a knowledge management system to enhance the effect of the enabliers criteria on excellent results, the managers of these companies must know that only market and hierarchy cultures are suitable for it. Besides, this study highlights the importance of two cultural values for the implementation of the EFQM Model and, therefore, to promote excellent results: market orientation and process control.

Originality/value

This study fills an existing gap in the literature by combining exploitation, exploration, OC and EFQM results in a single model and highlights the importance of market orientation and process control for excellent results and knowledge exploration and exploitation.

Knowledge management issues in the EFQM excellence model framework

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Practical implications

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.

Originality/value

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 Level of Maturity of Quality Management Systems in Poland—Results of Empirical Research

This paper examines the problem of measuring the maturity of quality management systems. The main scope of the study is to measure the level of maturity of quality management systems in organizations with an implemented quality management system compliant with the requirements of ISO 9001 in Poland; however, this paper also investigates which factors influence the level of maturity. An analysis of the maturity level of the quality management system in the surveyed organizations showed that the highest level of maturity occurs in those areas and activities that directly result from the requirements of the ISO 9001 standard and direct market pressure, and this level of maturity must be implemented. This can be included in case areas such as customer orientation, process approach, or evidence-based decision-making. However, a lower level of maturity is observed in the case of “soft” aspects of quality management related to leadership and human resource management. The problems are also related to the implementation of corporate social responsibility (CSR). In this respect, the surveyed organizations show numerous shortcomings which lead to low assessments of their level of maturity, for example, in ensuring openness and ethical behavior in contact with the public. The following hypothesis was formulated for the research objective: H1—control variables, such as the size of the organization (H1a), time of existence of the enterprise (H1b), business profile (H1c), market position (H1d), financial condition (H1e), and ratio of management to the normalization processes (H1f), affect the level of maturity of an enterprise’s quality management system.