Motivations for implementing TQM through the EFQM model in Spain: an empirical investigation

Abstract

This paper presents the results of the empirical study conducted in 68 Spanish firms which are following the implementation process of the Total Quality Management (TQM) through the EFQM excellence model, according to the Excellence in Management Club (the official representative and partner of EFQM in Spain which is a non-profit making organisation with the aim of being the reference and meeting point for organisations on their way towards excellence). The objective of this paper is to analyse the motivations that lead Spanish firms to implement the TQM through the EFQM. First a review of literature is provided, followed by methodology which consists of a descriptive analysis and factor analysis in order to determine the importance and the structure of these motivations. Finally, cluster firms and these groups are analysed to establish their profile by cluster analysis. The results show that the most important motivations that drive firms to implement the TQM through the EFQM are internal motivations. The structure of motivations in these firms is made up of three groups: internal reasons, external reasons of requirements, and external market reasons.

The link between people and performance under the EFQM excellence model umbrella

“…The Model includes nine criteria and scientists and managers have established three linkage axes in the model, where the 'Personnel Axis' links the criteria Leadership, People, Processes, People Results and Business Results (Nabitz, Jansen, Van der Voet, & Van den Brink, 2009). In this sense, most of the studies have focused their attention on evaluating the impact of the EFQM model on business results (Gómez-López, Serrano-Bedia, & López-Fernández, 2016), although some, such as the one of Samuelsson and Nilsson (2002) centred its attention on the fact that self-assessment approaches contribute to the improvement of the organization and encourage employee involvement.…”

“…Similarly, literature on quality management (QM) has shown the positive effects that the adoption of QM systems and models have for performance management (Bayo-Moriones, Merino-Díaz-de-Cerio, Escamilla- de-León, & Selvam, 2011). However, Gómez-López et al (2016) state that EFQM's enablers do not always have a significant effect on results. Moreover, Doeleman, Ten Have, and Ahaus (2013) cautioned that best practices do not necessarily guarantee performance improvements.…”

“…This is even more scarce in strategy, leadership and human resources issues. That is why some authors, such as Gómez-López et al (2016), suggest that future research should take into account the factors that facilitate or interfere with the path to excellence.…”

Challenges facing African business excellence models: A case study of company of the year awards (COYA)

“…These can be categorized as both internal and external reasons. On the other hand, according to Gómez-López, Serrano-Bedia, and López-Fernández, the motivations can be grouped into: external market reasons, external reasons of requirements and internal institutional reasons (Gómez-López, Serrano-Bedia, & López-Fernández, 2015). Heras-Saizarbitoria, Casadesus, and Marimon (2011) found that the critical drivers for implementing the EFQM model were of an internal character which included: productivity issues, optimization of resources, improvement of the quality of products and services, and reduction of costs.…”

The mediating role of primary TQM factors and strategy in the relationship between supportive TQM factors and organisational results: An empirical assessment using the MBNQA model

“…Studies analysing relationships between BEM factors are limited, focusing mainly on models and tools such as Benchmarking, Balanced Scorecard, International Standards Series (ISO9000), and Six-Sigma (Dahlgaard-Park et al, 2013). Studies on BEMs have focused on descriptive comparisons between models (e.g., Lee & Lee, 2013); effects from the use of BEMs (Bayo-Moriones et al, 2011;Stok et al, 2009); organisations winning excellence awards (Boulter et al, 2013;Escrig & de Menezes, 2015); constraints and challenges of applying BEMs (Gómez-López et al, 2016;Heras-Saizarbitoria et al, 2011); differences in stakeholder perceptions of business excellence adoption (Camison, 1996); and its integration with other tools (Peng et al, 2019).…”