Causal structure of the EFQM excellence model among healthcare sector: a case study in Iran

Mesgari, Iman; Miab, Ali Kamali; Sadeghi, Mohammad Jamal

doi:10.1080/14783363.2015.1105101

Cited by 13 publications

(10 citation statements)

References 18 publications

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“…This observation appears to support previous analyses of the internal structure of EFQM (2012), by Gómez et al. (2015) and Mesgari et al. (2017), which argued for such indirect effect on business results.…”

Section: Discussionsupporting

confidence: 90%

Sustainability and Quality Management: has EFQM fostered a Sustainability Orientation that delivers to stakeholders?

Menezes

Tena

Llusar

2022

IJOPM

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PurposeAs a Quality Management (QM) framework, the European Foundation for Quality Management (EFQM) Excellence Model has stakeholder management at its core. In EFQM (2012), based on which assessments were made until 2021, “creating a sustainable future” was a fundamental principle, but how it translated to a Sustainability Orientation and delivered to stakeholders remains questionable. This study aims to investigates the Sustainability Orientation within EFQM (2012) and its associations with Results for stakeholders.Design/methodology/approachLongitudinal assessments of recognized-for-excellence organizations by a partner of EFQM are considered. Using factor analysis, scores on the sub-criteria that defined “creating a sustainable future” are investigated, and a Sustainability Orientation is inferred. Panel regressions and structural equation modeling assess the correlations between Sustainability Orientation and Results. A qualitative analysis follows, where sustainability reports from role-models within this population are text mined to examine whether and how they reflected the guidance in EFQM (2012) concerning “creating a sustainable future”.FindingsDirect and indirect positive associations between the Sustainability Orientation implied by EFQM (2012) and stakeholder-performance are confirmed. Yet, inferences from text mining of reported priorities of role-models of excellence illustrate that EFQM (2012) might have driven different strategies towards sustainability.Originality/valueDespite conceptualizations that the EFQM model embeds a Sustainability Orientation, to the best of the researchers’ knowledge, its existence and likely impact remain to be examined. By combining longitudinal statistical analysis, structural equation models and text mining, consistent insights on the link between Sustainability Orientation and organizational performance are obtained.

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Section: Discussionsupporting

confidence: 90%

Sustainability and Quality Management: has EFQM fostered a Sustainability Orientation that delivers to stakeholders?

Menezes

Tena

Llusar

2022

IJOPM

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“…The hypotheses (HER4, HER5, HER6), which have been supported by Mesgari et al (2017) and Gómez-Gómez et al (2016), will be tested and are anticipated to impact results and increase their predictive power effectively. The structural model of KAIIAE transfers the effects of the whole set of “ Enablers ”, including “ People ” and “ Partnerships and Resources ”, to the whole set of “ Results ” through “ Processes , Products, and Services ”, which plays the role of mediation.…”

Section: Study Results and Discussionmentioning

confidence: 99%

“…Research on the use of business excellence models in public organisations is generally limited (Al-Dhaafri and Alosani, 2020). Adapting EFQM for the public sector has been the topic of some studies (Gómez Gómez et al , 2011; Vakalopoulou et al , 2013; Aladwan and Forrester, 2016; Mesgari et al , 2017; Suárez et al , 2017; Rodgers et al , 2019; Al-Dhaafri and Alosani, 2020). Based on a quantitative literature review (1991–2015), Suárez et al (2017) conducted research on the EFQM excellence model.…”

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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“…Therefore, those standards could also affect other research disciplines. EFQM, in particular, is often applied within the healthcare sector [51,52].…”

Section: The Role Of (International Management) Standards For Academimentioning

confidence: 99%

The Impact of International Management Standards on Academic Research

2018

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Management standards serve as an effective knowledge diffusion channel, considering that they offer comprehensive scientific and practical knowledge for many different stakeholders. This research aims to study the potential of management standards to diffuse knowledge, especially within the scientific community. Therefore, it analyzes the relationship between management standards and the academic literature. It focuses on international management standards, namely ISO 14001 and ISO 9001 and their ‘European counterparts’ EMAS and the EFQM Excellence model. We tested whether scientific publications, which address these international and European management standards, are more likely to lead to follow-up research than comparable scientific publications measured by the impact on average forward citations. Hence, we applied a negative binominal regression model on bibliometric data. Findings show that publications addressing ISO 14001 alone or in combination with other standards lead to higher average forward citations than the comparison group. In conclusion, international management standards foster the academic research progress of the topics addressed by the respective standard. Our research implies the importance of monitoring standards for the scientific community and suggests Standard Setting Organizations to foster actively the research progress.

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Causal structure of the EFQM excellence model among healthcare sector: a case study in Iran

Cited by 13 publications

References 18 publications

Sustainability and Quality Management: has EFQM fostered a Sustainability Orientation that delivers to stakeholders?

Sustainability and Quality Management: has EFQM fostered a Sustainability Orientation that delivers to stakeholders?

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

The Impact of International Management Standards on Academic Research

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