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

Abstract

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.

The EFQM excellence model, the knowledge management process and the corresponding results: an explanatory and predictive study

“…A management philosophy of quality and excellence, which is based on continuous improvement, innovation and learning, can serve to create a context and favourable conditions for the development of KM initiatives and can contribute to the acquisition sustainable competitive advantages (Tian et al 2021;Wang et al 2021). Furthermore, KM initiatives are meaningless if they are not developed systematically, and in this sense, the framework offered by BEMs models in general and the EM in particular is especially useful (Giménez Espín et al 2022). As we have already noted, the efficient integration of KM in organisations can be achieved through the use of different QM models and systems, which can allow organisations to reach higher levels of performance (Calvo-Mora et al 2015;Marchiori and Mendes 2020).…”

“…BEMs are a schematic representation based on various systemically interrelated criteria (management and results) associated with the complex network of elements that describe the way in which an outstanding organisation operates to achieve high levels of excellence and performance (Ubaid and Dweiri 2021). Every BEM must make it possible for an organisation to self-assess its approach to management compared to the approach described by the BEM to ensure that it can identify the strengths and weaknesses that affect the design and implementation of improvement plans aimed at the achievement of higher levels of performance and, in general, the ability to meet objectives (Giménez Espín et al 2022). BEMs ensure that organisations with high levels of excellence and better results develop KMS to support their strategies and plans to achieve the objectives they have set more efficiently (Criado-García et al 2020;Tian et al 2021).…”

“…The three most recognized BEMs worldwide are the North American Malcolm Baldrige award, the BEM associated with the Deming Prize (Japanese model) and the BEM linked to the European Foundation for Quality Management (EFQM) or the EFQM model (EM) (Kennedy 2019). According to Giménez Espín et al (2022), the EM requires organisations to use KM to enhance the effect of facilitating criteria (key management factors) on the achievement of excellent results. Allameh et al (2014) maintain that the evaluation of the organisation using the EM promotes the exchange of knowledge, which affects performance positively.…”

“…We take the EM as a reference since it is the most widespread BEM in the closest socioeconomic environment and is used by more than 50,000 organisations in the public and private sector worldwide (Giménez Espín et al 2022). In addition, studies such as those conducted by Fonseca (2022) and Criado-García et al (2020) maintain that the EM is an adequate framework for organisational KM and provide evidence suggesting that organisations' use of the EM leads to satisfactory results with respect to KM and results in improvements to organisational performance.…”

The secret ingredient? Uncovering the effect of organizational culture on quality management: a literature review

“…A hierarchical culture based on internal orientation and control is coherent with the managerial purpose to exploit sources of competitive advantage and augment organizational performance through quality management (Gim enez Esp ın et al, 2022). It is generally coupled with a rational cultural orientation accompanying the focus on control with an external outlook (Patyal and Koilakuntla, 2016).…”