Internal relationships of market-oriented EFQM enablers in the Chinese construction industry

Abstract

PurposeService-oriented innovation economies are becoming the new trend for the construction industry. Benchmarking the quality management level of developed countries and improving quality management are also becoming necessities for promoting innovation in the economy. The purpose of this study is to analyse the internal relationships between the five enablers of the European Foundation for Quality Management (EFQM) Excellence model, based on a market-oriented strategy, to serve as a framework for managing and improving quality.Design/methodology/approachConsidering the different market environment and culture, this study refines the strategy enabler based on Zebal and Goodwin's (2011) Developing Country Market Orientation Scale, and builds a market-oriented EFQM Excellence model. Structural equation modelling (SEM) is used to analyse the results of a questionnaire survey of 683 China construction industry top enterprises to explore the internal relationships between the model's five enablers.Findings(1) “Leadership” has a positive influence on “Market-Oriented Strategy”, “People” and “Partnerships and Resources”; (2) “Market-Oriented Strategy” has positive influence on “Partnerships and Resources”; (3) “People” has a low influence on “Processes, Products and Services”; (4) “Partnerships and Resources” has a medium influence on “Processes, Products and Services” and (5) the relationships between “Market-Oriented Strategy” and “People”, “Partnerships and Resources” are not significant.Originality/valueThis study refines the strategy enabler of the original EFQM Excellence model with Zebal and Goodwin's (2011) Developing Country Market Orientation Scale. It also develops a market-oriented EFQM Excellence model that is suitable for developing countries, and it tests the implicit relationships of its five new enablers in an innovation environment where cultural differences exist.

Investigating the mediating role of market orientation between internal marketing and the development of entrepreneurial orientation within private sports clubs

“…Kohli and Jaworski (1990) introduced a measure of market orientation from a behavioral and process perspective, suggesting it incorporated; data collection, information transfer, and compilation and conduction of responsive actions. Zhang et al (2020) found that these two scales of market orientation were reliable in a developing country context. They assessed customer orientation, data collection, coordination, and information implementation rationality and application of the scale.…”

“…Internal marketing and entrepreneurial orientation With advancements in innovation, organizations must be familiar with how to compete in these dynamic environments (Zhang et al, 2020). Internal marketing highlights marketing activities to employees in the organization.…”

“…Many studies have confirmed that these two concepts affect each other (Chen and Hsu, 2013). A majority of research at the organizational level focuses on market orientation leading to dynamic and continuous strategic planning by effectively measuring market orientation (Zhang et al , 2020). On the other hand, the growth of entrepreneurial companies requires that they be focused on market demands.…”

Measuring Territorial Social Responsibility and Sustainability Using the EFQM Excellence Model

“…Therefore, the dependent variables are identified in Table 1 as the "results". This measure indicates the performance of the mechanism of influence of socially responsible business activities on the socio-economic development of a region, as Zhang et al [46] explain. According to these authors, economic effects are connected to the expansion of the financial basis of regional and local budgets [46], because socially responsible behavior by business leaders stimulates the creation of new jobs, a commodity mass and additional social programs [47].…”

“…This measure indicates the performance of the mechanism of influence of socially responsible business activities on the socio-economic development of a region, as Zhang et al [46] explain. According to these authors, economic effects are connected to the expansion of the financial basis of regional and local budgets [46], because socially responsible behavior by business leaders stimulates the creation of new jobs, a commodity mass and additional social programs [47]. The effect on the environment is mainly seen in terms of maintaining biodiversity, minimizing the production impact on the environment and the proper management of resources used in the production process [37].…”