The effectiveness of quality awards on the company's performance – the case of Iran's national quality awards

Safari, Hossein; Razghandi, Elham; Fathi, Mohammad Rezā; Cruz‐Machado, V.; Cabrita, María do Rosário

doi:10.1108/bij-12-2018-0409

Cited by 19 publications

(12 citation statements)

References 47 publications

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“…Leadership emerged clearly in EFQM2020, where it focused on strengthening the role of leadership for possible change, creating its conditions, improving it, and leading it successfully (Periañez-Cristobal et al, 2021). Leadership also emerged in the model in terms of focusing on continuous communication between working individuals and leaders on the one hand, and between leaders and stakeholders on the other hand, in order to be able to understand the needs of the organization and quickly interact with it and create added value based on sustainability (Safari et al, 2020).. The EFQM model contributed to providing a complete blueprint for organizations to improve their culture and direct them towards improvement and innovation.…”

Section: Murthy Et Al(2021amentioning

confidence: 99%

THE Effect of Modern Leadership Style on Achieving EFQM 2020 Model Requirements A Field Study from Managers Perspective in Jordanian Civil Service Bureau

2023

QAS

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The purpose of this study was to examine the effect of modern leadership styles (transformational, transactional, and laissez-faire) on meeting the requirements of the European Foundation for Quality Management (EFQM 2020) model from the perspective of managers in the Jordanian Civil Service Bureau. Depending on the quantitative approach; a questionnaire was distributed to a sample of ( 47) department managers, directorate managers, department heads and division heads within the civil service bureau in Jordan. SPSS was utilised to tackle the collected primary data, and results indicated that the main hypothesis was accepted, confirming that modern leadership facilitates achieving requirements of the EFQM 2020 model within the Jordanian Civil Service Bureau. Also, the study proved that the transformational leadership style is more influential in achieving EFQM 2020 model requirements which are attributed to its ability to be a source for leaders to motivate working individuals and support them to be goal-oriented through empowerment. Based on the results, the study recommended encouraging leaders to be more positive about training and professional issues, further recommendations were presented.

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Section: Murthy Et Al(2021amentioning

confidence: 99%

THE Effect of Modern Leadership Style on Achieving EFQM 2020 Model Requirements A Field Study from Managers Perspective in Jordanian Civil Service Bureau

2023

QAS

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“…(2013) reported that the stock performance of Taiwan QA winners is not better than the average of the stock market. Insignificant market responses have been attributed by scholars to immature markets (Tuck, 2005; Zhang et al ., 2021) or unsuitable business environments for QA models (Safari et al ., 2020). Therefore, there might be a lack of consensus in the literature regarding the relationship between QA and firm performance.…”

Section: Literature Reviewmentioning

confidence: 99%

“…Only a limited number of studies discussed the contextual factors and their effects on the relationship, except for some category variables such as firm size, industry, and capital intensity (Hendricks and Singhal, 1997, 2001; Lin and Su, 2013; Zhang et al ., 2021). The results of the relationship are not all significant and positive in various economies and cultures (Lin et al ., 2013; Safari et al ., 2020; Tuck, 2005). Since China is an emerging economy and a major manufacturing country (Zhang et al ., 2021), and the importance Chinese companies have placed on quality management in recent years (Ikram et al ., 2020), as well as China's strong government control (Wen et al ., 2015), the discussion of the relationship between CQA and performance is necessary.…”

Section: Literature Reviewmentioning

confidence: 99%

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How do firms obtain benefits from quality awards: An empirical study of the winners of the China quality award

Liu

2023

IJOPM

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PurposeQuality awards are widely considered symbols of successful quality management. The purpose of this paper is to empirically test the effects of the China Quality Award (CQA) on firms' performance. The study further explores how the benefits due to CQA are affected by contextual factors.Design/methodology/approachUsing the data of CQA winners from 2001 to 2016, the event study method is applied to analyze the abnormal performance of winners. Furthermore, multiple regression models are proposed to evaluate the effects of contextual factors on the relationship between the award and profitability.FindingsThe findings show that CQA has positive impacts on profitability and fixed asset efficiency but not on labor productivity. Besides, state-owned firms and firms with high innovation intensity obtain more profitability benefits than others.Originality/valueThis is the first study to explain the relationship between quality awards and firm performance from a theoretical perspective, providing new insights into the quality management and performance literature. Furthermore, this study deepens the understanding of the relationship between quality awards and performance and reveals new implications. Some of the contextual factors examined, such as innovation intensity, are considered for the first time in quality award research.

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“…Implementing business excellence models has become a critical competitive priority for organisations, but the variability in the results obtained by implementing such models and the importance of such results remain open for discussion (Gómez-López et al , 2019). Various National Quality Awards (NQA) are created to assess an organisation's current situation and identify its strengths and areas for improvement (Safari et al , 2020).…”

Section: Introductionmentioning

confidence: 99%

Analysis of the interrelationships between enablers and results in King Abdullah II award for excellence model

Rawabdeh

Arafeh

Mustafa

2021

BIJ

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PurposeThis study aims to validate the KAIIAE model in the public sector and analyse the interrelationships between Enablers and Results in the King Abdullah II Award for Excellence (KAIIAE) model to better understand the dynamic logic behind improving excellence results.Design/methodology/approachThe methodology used is structural equation modelling (partial least squares technique), and the data were obtained from the assessment processes for the KAIIAE for 98 Jordanian public organisations.FindingsThe findings showed that the award model has proven to be a reliable and valid framework, as the criteria and sub-criteria were highly correlated. The set of Enablers was strongly related to the set of Results, and the synergies between the critical criteria confirmed the importance of leadership, strategy, and processes for the organisation's excellence results. It was found that the new significant and direct relationships between “People” and “People Results” and between “Partnerships and Resources” and both “Society Results” and “Key Results” improved the understanding and implementation of the model. There was a significant interrelationship between model criteria, excluding the relationship between “Society Results” and “Key Results”, since the government's main objective is to serve society. A new structural model for the KAIIAE with the new relationships was suggested.Research limitations/implicationsThis paper concentrated only on the public sector, although the excellence model has been implemented in the private sector. Features of the different types of organisations were not tested. Furthermore, the variations in size, covered fields, number of employees and provided services need to be investigated further.Practical implicationsGovernment award bodies can use these research findings to develop a new model version for public sector awards by combining a cohesive array of elements for any government organisational need or application. The study suggested adding new criteria or relationships or eliminating those that are not significant and have no impact on public sector organisations. The findings will assure the organisations' managers that the KAII excellence model criteria are highly correlated and synergised for public sector organisations. These criteria perform efficiently once they are considered and implemented in an interconnected manner rather than managing them independently, which makes up their management framework. This knowledge about the validity of the structure of the model allows public sector organisations to benefit fully from the self-assessment processes and improve the organisation's management, enhancing their faith in excellence award models.Social implicationsThis study has contributed to the existing literature on the reliability and validity of business excellence models as a framework for implementing, evaluating, and improving excellence, particularly in the government sector. Several important insights have emerged from this study. The relevant analysis supports a new model structure for excellence in the public sector. Among the model structure relationships, the study identified the existence of new direct relationships between enablers and results. New significant and direct relationships are added to the model that advances the implementation and understanding of the model. Moreover, it informs theory about Excellence Award implementation in developing countries within the context of Jordan – a topic that has previously received limited attention in the international business excellence literature. Since there is limited research on the suitability of implementing the KAIIEA excellence model (that is based on nine criteria of the EFQM model) in public organisations, this work suggested introducing a new modification to the model to suit the characteristics of the public sector.Originality/valueThe considerable prominence of the government sector has drawn attention to the excellence parameters within its organisations. Hence, a lack of studies and inadequate knowledge in the governmental management system have limited testing excellence in the public sector. This paper provides support that the excellence model (KAIIAE model that is EFQM based) is an appropriate framework by identifying direct and significant model interrelationships for the public sector based on the actual and sufficient performance of its entities so as to drive the changes of the next model generation. This is the first study that attempts to comprehend and describe the validation of the KAIIAE model in the public sector.

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The effectiveness of quality awards on the company's performance – the case of Iran's national quality awards

Cited by 19 publications

References 47 publications

THE Effect of Modern Leadership Style on Achieving EFQM 2020 Model Requirements A Field Study from Managers Perspective in Jordanian Civil Service Bureau

THE Effect of Modern Leadership Style on Achieving EFQM 2020 Model Requirements A Field Study from Managers Perspective in Jordanian Civil Service Bureau

How do firms obtain benefits from quality awards: An empirical study of the winners of the China quality award

Analysis of the interrelationships between enablers and results in King Abdullah II award for excellence model

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