A study of the validity of three major business excellence models in the Asia Pacific region

Jayamaha, Nihal; Grigg, Nigel P.; Mann, Robin

doi:10.1080/14783360903247536

Cited by 27 publications

(41 citation statements)

References 30 publications

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“…In all, the analyses support the existence of a common approach in the enablers side of the EFQM model, which is in line with previous research (Curkovic et al, 2000;Eskildsen et al, 2001;Prajogo and Brown, 2004;Bou et al, 2009;Jayamaha et al, 2009Jayamaha et al, , 2011) that conceptualized enablers excellence as single constructs in the context of BEMs. Furthermore, leading organizations, compared to the other two subsets, do not use best practices in a different way since a unique approach to the model, as represented by the common factor, is evidenced in all the excellence levels 4 .…”

Section: On Leading Organizations' Adoption Of Enablerssupporting

confidence: 76%

“…As Grigg and Mann (2008) and Jayamaha et al (2009) explain, when an organization applies for specific levels in the recognition scheme, its practices are then assessed against the model; points are allocated to each sub-criterion by a panel of trained assessors using a scoring guideline based on evidence of actual performance. In this process, the 32 sub-criteria need to be evaluated in order to determine the organizations' final score.…”

Section: The Efqm Excellence Model and Its Levels Of Excellencementioning

confidence: 99%

“…We examined the scores obtained by organizations in their external assessments made by independent professionals using the very rigorous protocol of the EFQM model. In the process to obtain such recognition, organizations undergo an exhaustive assessment process, which typically involves scrutinizing records, meetings with senior managers and their subordinates, and even actual observations of key processes (Grigg & Mann, 2008;Jayamaha et al 2009). The independent assessors, who belong to the CEG, receive specialist formal training in the EFQM self-assessment model and are committed to improving the management quality of organizations.…”

Section: Datamentioning

confidence: 99%

See 2 more Smart Citations

What characterizes leading companies within business excellence models? An analysis of “EFQM Recognized for Excellence” recipients in Spain

Escrig

Menezes

2015

International Journal of Production Economics

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Section: On Leading Organizations' Adoption Of Enablerssupporting

confidence: 76%

Section: The Efqm Excellence Model and Its Levels Of Excellencementioning

confidence: 99%

Section: Datamentioning

confidence: 99%

See 1 more Smart Citation

What characterizes leading companies within business excellence models? An analysis of “EFQM Recognized for Excellence” recipients in Spain

Escrig

Menezes

2015

International Journal of Production Economics

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“…As Grigg and Mann (2008) or Jayamaha et al (2009) described, when organizations apply for specific levels of recognition, their management practices are assessed against the model in Figure 1. Points are allocated to each sub-criterion by a panel of assessors using scoring guidelines and evidence of actual performance.…”

Section: Levels Of Excellence and The Link Enablers-resultsmentioning

confidence: 99%

What is the effect of size on the use of the EFQM excellence model?

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Menezes

2016

IJOPM

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Purpose By contrasting a contingency with a universal approach to business excellence models (BEMs), the purpose of this paper is to investigate the effect of size on the use of the European Foundation for Quality Management (EFQM) model by organizations that were officially “Recognized for Excellence” in Spain. It considers the potential differences between large organizations and SMEs on the level of adoption of EFQM criteria and on the impact that enablers-criteria may have on key performance measures. Design/methodology/approach This study uses actual sub-criteria and criteria scores attained by organizations in their assessment for EFQM recognition. Scores of a population of 216 organizations are analyzed via analysis of variance, factor and structural equations models. Findings Although there are some criteria in the EFQM model that appear to be universally adopted irrespective of size, the empirical analyses indicate that size may shape the adoption of other criteria and the impact that enablers can have on results, thus supporting a contingency perspective. Moreover, the findings call for the revision of the relationships embedded in the EFQM model. Originality/value In contrast to most previous research, which relied on surveys of managers’ perceptions, this study uses the actual scores achieved by organizations in their assessment for EFQM recognition. It addresses the effect of size on the whole model, which so far has been neglected in the literature. All in all this study contributes to the literature on contingency approaches to best practices, and more specifically to BEMs. To the practitioner, it provides guidelines for addressing perceived performance gaps in their pursuit of recognition for excellence.

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“…In addition, many research efforts have been conducted on BEMs validity and reliability (Jayamaha et al 2009;Chearskul 2010;Pannirselvam 1995;Thompson 2005;Jayamaha 2008;Karimi et al 2014). Despite the fact that some studies demonstrate the performance indicators in winners of business excellence awards are better than the others (Talwar 2011a;Kumar et al 2009;Karuppusami and Gandhinathan 2006;Doeleman et al 2014;Demirbag et al 2006;Boulter et al 2013), there are some critics of BEMs who believe that these models do not provide specific suggestions for organization improvement (Kim et al 2010) and do not guarantee a successful performance (Oakland and Tanner 2008;Lu et al 2011;Williams et al 2006).…”

Section: Business Excellence Modelsmentioning

confidence: 93%

The extent of EFQM effectiveness in routine and non-routine organizations based on multivariate techniques: an empirical study

2016

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Despite the fact that a variety of analyses are conducted based on the performance of business excellence models according to organization type such as ownership, size and etc., the performance of organizations based on the factor of being routine or non-routine has not been investigated yet. In this paper, implementation of the European Foundation for Quality Management (EFQM) model for these types of organizations (routine and non-routine) has been examined. In order to do that, first we have developed a methodology to classify organizations into routine and non-routine categories. Then we have used discriminant analysis based on three factors, including process uncertainty, knowledge strategy and human resource flexibility to classify 64 applicants of Iranian National Quality Award. These factors have been calculated for those organizations based on a questionnaire and then the organizations have been classified into mentioned categories. Then, the scores of these two types of organizations based on assessment process through EFQM model have been compared. The results depict that there is a statistically significant difference between the mean score for routine and non-routine organizations and the mean for routine organizations is higher than the non-routine ones.

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A study of the validity of three major business excellence models in the Asia Pacific region

Cited by 27 publications

References 30 publications

What characterizes leading companies within business excellence models? An analysis of “EFQM Recognized for Excellence” recipients in Spain

What characterizes leading companies within business excellence models? An analysis of “EFQM Recognized for Excellence” recipients in Spain

What is the effect of size on the use of the EFQM excellence model?

The extent of EFQM effectiveness in routine and non-routine organizations based on multivariate techniques: an empirical study

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