An Empirical Interpretation of the EFQM Framework

Dijkstra, L Lieuwe

doi:10.1080/135943297399097

Cited by 28 publications

(45 citation statements)

References 1 publication

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“…The implementation of quality practices in concert with one another is necessary in order to realize the full benefits of TQM (Tamimi, 1998). Some empirical work supports the existence of interrelationships between the enabler side of the EFQM Excellence Model (Dijkstra, 1997; Eskildsen, 1998; Eskildsen and Dahlgaard, 2000; Prabhu et al, 2000; Reiner, 2002; Bou‐Llusar et al, 2005), based on the assumption that these criteria are components of the unique TQM philosophy. As Eskildsen et al (2000) suggest, previous research on the causal structure of the EFQM Excellence Model has shown that the enabler criteria are linked together in a very complex structure, making it very difficult to discern between them.…”

Section: The Efqm Excellence Model As a Tqm Framework: Model And Resementioning

confidence: 99%

An empirical assessment of the EFQM Excellence Model: Evaluation as a TQM framework relative to the MBNQA Model

Llusar

Tena

Roca‐Puig

et al. 2008

J of Ops Management

464

375

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Total quality management (TQM) is an approach to management embracing both social and technical dimensions aimed at achieving excellent results, which needs to be put into practice through a specific framework. Nowadays, quality award models, such as the Malcolm Baldrige National Quality Award (MBNQA) and the European Foundation for Quality Management (EFQM) Excellence Model, are used as a guide to TQM implementation by a large number of organizations. Nevertheless, there is a paucity of empirical research confirming whether these models clearly reflect the main premises of TQM. The purpose of this paper is to analyze the extent to which the EFQM Excellence Model captures the main assumptions involved in the TQM concept, that is, the distinction between technical and social TQM issues, the holistic interpretation of TQM in the firm, and the causal linkage between TQM procedures and organizational performance. Based on responses collected from managers of 446 Spanish companies by means of a structured questionnaire, we find that: (a) social and technical dimensions are embedded in the model; (b) both dimensions are intercorrelated; (c) they jointly enhance results. These findings support the EFQM Excellence Model as an operational framework for TQM, and also reinforce the results obtained in previous studies for the MBNQA, suggesting that quality award models really are TQM frameworks.

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Section: The Efqm Excellence Model As a Tqm Framework: Model And Resementioning

confidence: 99%

An empirical assessment of the EFQM Excellence Model: Evaluation as a TQM framework relative to the MBNQA Model

Llusar

Tena

Roca‐Puig

et al. 2008

J of Ops Management

464

375

View full text Add to dashboard Cite

show abstract

“…As Flynn and Saladin (2001) and Kim et al (2010) observe, it is critical to know the underlying logic that underpins excellence models. Some scientific papers have paid attention to the relationships in the models, some focusing in the European EFQM (Dijkstra, 1997;Eskildsen and Kanji, 1998;Eskildsen and Dahlgaard, 2000;Eskildsen et al, 2001;Bou-Llusar et al, 2005;Calvo-Mora et al, 2005;Bou-Llusar et al, 2009;Calvo-Mora et al, 2014), and others on the MBNQA model (Meyer and Collier, 1998;Curkovic et al, 2000;Wilson and Collier, 2000;Evans and Jack, 2003). Focusing on the EFQM, with the exception of the studies (in technical and social) and analyze their effect in performance in a holistic way.…”

Section: Introductionmentioning

confidence: 99%

An in-depth review of the internal relationships of the EFQM model

Gómez¹,

Costa

Lorente

2015

The TQM Journal

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Access to this document was granted through an Emerald subscription provided by emerald-srm: 463575 [] For AuthorsIf you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.Micaela Martínez-Costa (mili@um.es) is associate professor of operations management at the University of Murcia (Spain). Her research mainly focuses on quality management and its relationship with company performance.

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“…Secondly, the model presupposes an association between the enablers and the results, since excellence in the enablers will be visible in the results (Moeller et al, 2000). Several studies have empirically tested a number of causal relationships between some of the EFQM excellence model elements (Dijkstra, 1997;Eskildsen and Dahlgaard, 2000;Esquildsen et al, 2001). Several studies have empirically tested a number of causal relationships between some of the EFQM excellence model elements (Dijkstra, 1997;Eskildsen and Dahlgaard, 2000;Esquildsen et al, 2001).…”

Section: Literature Reviewmentioning

confidence: 99%

Achieving Egyptian higher education institutions' excellence through the application of the EFQM model: an investigative study

Adel

2009

IJBEX

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Higher Education Quality (HEQ) has been a topic of interest for academicians and practitioners. It is evident from the published literature that this problem poses considerable challenges to higher education institutions worldwide in order for them to survive in the increasingly global market. Thus, to be competitive, the Egyptian Higher Education Institutions (EHEI) need to determine their current performance status constantly against a Business Excellence (BE) scale and identify their strengths and the areas where improvements can be made in different segments of the institutions to achieve sustainable excellence. A survey was carried out to identify the most significant enablers that trigger the EHEI to seek higher performance and facilitate the realisation of excellent results. The data was collected and analysed using AMOS 7.0, a Structural Equation Modelling (SEM) software, which clearly revealed that the EHEI have core enablers that directly impact the results. Hence, the researcher asserts that improving these enablers will consequently improve the EHEI's overall excellence. The details of the study, the analysis and the results are presented in this paper.

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An Empirical Interpretation of the EFQM Framework

Cited by 28 publications

References 1 publication

An empirical assessment of the EFQM Excellence Model: Evaluation as a TQM framework relative to the MBNQA Model

An empirical assessment of the EFQM Excellence Model: Evaluation as a TQM framework relative to the MBNQA Model

An in-depth review of the internal relationships of the EFQM model

Achieving Egyptian higher education institutions' excellence through the application of the EFQM model: an investigative study

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