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

Abstract

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.

Assessing a quality model for the social sector: an empirical study of the EQUASS model

“…This view is consistent with empirical research that strongly suggests that the successful implementation of QM practices is dependent on contextual factors like size, age, activity sector, environmental features (e.g. Zhang et al, 2012;Escrig and Menezes, 2016).…”

Closing the strategic planning and implementation gap through excellence in the public sector: empirical investigation using SEM

“…Taking into account the need for contingency research (Escrig and de Menezes, 2016) and the lack of literature on the implementation of business excellence models in a particular sector, in this study, we intend to examine the differences between public and private organisations in business excellence models to identify key drivers for business outcomes and customer satisfaction.…”

Relationship between food industries maturity and quality certification

“…Power (2014) compared high-tech Chinese companies with other international companies in terms of competence, capacity and quality maturity. Other studies dealt with the difficulties that small and medium-sized enterprises (SMEs) face in order to increase the maturity processes with the implementation of management models (GHOBADIAN;GALLEAR, 1997;ESCRIG;MENEZES, 2016). Tonini et al (2008) established that quality and maturity models could help each other in a work of process improvement, but they did not show how to achieve it.…”