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Journal articles on the topic 'The EFQM Ecellence Model'

Author: Grafiati

Published: 4 June 2021

Last updated: 2 February 2022

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1

Bolboli, Seyed Amir, and Markus Reiche. "Introducing a concept for efficient design of EFQM excellence model." TQM Journal 27, no. 4 (2015): 382–96. http://dx.doi.org/10.1108/tqm-01-2015-0012.

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Purpose – The purpose of this paper is to propose a roadmap for operationalizing EFQM excellence model based on the RADAR logic and in parallel develop a new concept for selecting the firm-specific EFQM measures based on the level of maturity and the prevailing corporate culture. Design/methodology/approach – A comprehensive review of literature leads to a clarification of the relation between EFQM measures and RADAR logic and also identification of the requirements for assessment of culture and determination of maturity level in the context of EFQM excellence model. Based on these requirement

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Escrig-Tena, Ana B., Beatriz Garcia-Juan, and Mercedes Segarra-Ciprés. "Drivers and internalisation of the EFQM excellence model." International Journal of Quality & Reliability Management 36, no. 3 (2019): 398–419. http://dx.doi.org/10.1108/ijqrm-08-2017-0161.

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Purpose Although the European Foundation for Quality Management (EFQM) Excellence Model has been widely adopted throughout Europe, a thorough examination of the factors that contribute to the internalisation of the model (i.e. a substantive adoption) has been neglected in the literature. The purpose of this paper is to present a model that analyses the drivers of the real internalisation of the EFQM excellence model, with a focus on the role of motives for adoption, and appraisal and compensation systems. Design/methodology/approach An empirical study was carried out based on a sample of Spani

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Vukomanovic, Mladen, Mladen Radujkovic, and Maja Marija Nahod. "EFQM EXCELLENCE MODEL AS THE TQM MODEL OF THE CONSTRUCTION INDUSTRY OF SOUTHEASTERN EUROPE." JOURNAL OF CIVIL ENGINEERING AND MANAGEMENT 20, no. 1 (2014): 70–81. http://dx.doi.org/10.3846/13923730.2013.843582.

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Over the years the European Foundation for Quality Management Excellence model (EFQM) has become a popular performance management tool and representation of Total Quality Management (TQM) in Europe. Although the model has been tested and supported by many questionnaire surveys, EFQM has never been validated on real self-assessment scores obtained from companies. Therefore this study validates the model on scores from 34 construction companies in South Eastern Europe. The analysis shows that: a) there is an enabler excellence construct that is obtained by each enabler criteria; b) there is a re

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Požega, Željko, Boris Crnković, and Ana Udovičić. "EFQM Model for Self-Assessment." Economic Research-Ekonomska Istraživanja 26, sup2 (2013): 117–30. http://dx.doi.org/10.1080/1331677x.2013.11517669.

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Kastelec, Patricija. "Model EFQM in agilnost organizacij." Revija za univerzalno odličnost 10, no. 2 (2021): 155–79. http://dx.doi.org/10.37886/ruo.2021.034.

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Research question (RV): What is the contribution of an organization that follows the EFQM model and reorganizes its organization into an agile organization? Purpose: The purpose of the research is to examine the interrelationship between the EFQM model, agility and agile organization, and consequently faster adaptability, greater performance and competitiveness of the agile organization. Method: The article was based on a review of foreign and domestic literature. We reviewed the professional literature on agility and the EFQM model. We searched a link between agility and the EFQM model. Resul

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Hemsworth, David. "An Empirical Assessment Of The EFQM Excellence Model In Purchasing." International Business & Economics Research Journal (IBER) 15, no. 4 (2016): 127–46. http://dx.doi.org/10.19030/iber.v15i4.9715.

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This study focuses on the important concepts of quality management, internal customer satisfaction, and business performance within the neglected purchasing unit of manufacturing firms on the basis of the European Foundation for Quality Management (EFQM) Excellence Model, thus, filling a void in the existing literature. In doing so, this study tests the viability of the EFQM model in a single functional unit. Three hypothesis were generated based on the EFQM model to identify the specific relationships between purchasing’s quality management practices (EFQM enabler), internal customer satisfac

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Criado-García, Fernando, Arturo Calvo-Mora, and Silvia Martelo-Landroguez. "Knowledge management issues in the EFQM excellence model framework." International Journal of Quality & Reliability Management 37, no. 5 (2019): 781–800. http://dx.doi.org/10.1108/ijqrm-11-2018-0317.

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Purpose The purpose of this paper is to identify knowledge as a key strategic resource within the EFQM excellence model. The study also analyses whether the EFQM model helps to create an adequate context for successful knowledge management (KM). A description is given of the synergies between both management approaches, with the purpose of reaching sustainable competitive advantages within organizations. Design/methodology/approach A literature review and a content analysis are carried out which show how the current version of the EFQM model includes the key aspects of the knowledge management

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Favaretti, Carlo, Paolo De Pieri, Emanuele Torri, et al. "An EFQM excellence model for integrated healthcare governance." International Journal of Health Care Quality Assurance 28, no. 2 (2015): 156–72. http://dx.doi.org/10.1108/ijhcqa-02-2014-0022.

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Purpose – The purpose of this paper is to account for a ten-year experience with the European Foundation for Quality Management (EFQM) Excellence Model implemented in the Trento Healthcare Trust. Design/methodology/approach – Since 2000, the EFQM Excellence Model provided an overarching framework to streamline business process governance, to support and improve its enablers and results. From 2000 to 2009, staff performed four internal (self) and four external EFQM-based assessments that provided guidance for an integrated management system. Over the years, key controls and assurances improved

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Ehrlich, Christian. "The EFQM-model and work motivation." Total Quality Management & Business Excellence 17, no. 2 (2006): 131–40. http://dx.doi.org/10.1080/14783360500450400.

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Sharifi Moghaddam, Behrouz, Abrisham Rashidzadeh Davan, Morteza Musakhani, and Daryush Gholamzadeh. "Effectiveness of EFQM Model Implementation: a survey on Iranian automotive after sale services companies." Brazilian Journal of Operations & Production Management 14, no. 2 (2017): 153. http://dx.doi.org/10.14488/bjopm.2017.v14.n2.a3.

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It is nearly a decade that Iranian companies attempt to obtain European foundation for quality management (EFQM) organizational excellence award with guidance of public sector, spending enormous financial cost and utilization of human resources. Authors experiences an expert or consultant in implementing this pattern in several companies is motivated them to perform a research about effectiveness of EFQM pattern in Iranian companies.In this regard, automotive after-sales services companies that engaged in achieving EFQM award have been chosen as the study population. To evaluate effectiveness

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MOELLER, J. "The EFQM Excellence Model. German experiences with the EFQM approach in health care." International Journal for Quality in Health Care 13, no. 1 (2001): 45–49. http://dx.doi.org/10.1093/intqhc/13.1.45.

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Berssaneti, Fernando Tobal, Ana Maria Saut, Májida Farid Barakat, and Felipe Araujo Calarge. "Is there any link between accreditation programs and the models of organizational excellence?" Revista da Escola de Enfermagem da USP 50, no. 4 (2016): 650–57. http://dx.doi.org/10.1590/s0080-623420160000500016.

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Abstract OBJECTIVE To evaluate whether accredited health organizations perform better management practices than non-accredited ones. METHOD The study was developed in two stages: a literature review, and a study of multiple cases in 12 healthcare organizations in the state of São Paulo, Brazil. It surveyed articles comparing hospital accreditation with the EFQM (European Foundation for Quality Management) model of excellence in management. According to the pertinent literature, the accreditation model and the EFQM model are convergent and supplementary in some aspects. RESULTS With 99% confide

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van Schoten, Steffie, Carolien de Blok, Peter Spreeuwenberg, Peter Groenewegen, and Cordula Wagner. "The EFQM Model as a framework for total quality management in healthcare." International Journal of Operations & Production Management 36, no. 8 (2016): 901–22. http://dx.doi.org/10.1108/ijopm-03-2015-0139.

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Purpose – To guide organizations toward total quality management (TQM), various models have been developed such as the European Foundation for Quality Management Excellence Model (EFQM Model). The purpose of this paper is to conduct a longitudinal investigation of whether the EFQM Model can serve as a framework for TQM in healthcare. Design/methodology/approach – Data on a national representative survey about quality management (QM) in the hospital population in the Netherlands were used to conduct this study. The survey had five measurement points between 1995 and 2011. Findings – The results

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Yao, De Li, Ze Chao Du, and Yang Hu. "Application of EFQM-Based Excellence Model in PPP Projects." Applied Mechanics and Materials 174-177 (May 2012): 2957–65. http://dx.doi.org/10.4028/www.scientific.net/amm.174-177.2957.

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Public Private Partnerships (PPP) is widely applied in worldwide infrastructure development. The performance of the PPP project company should be under monitoring of the public sector to ensure that the reasonable interests of the public users are not sacrificed. In this regard, a key issue is the qualitative and quantitative measurement of the services provided by the project company. This paper introduces the European Foundation for Quality Management (EFQM) based excellence model, which has been popularly used in enterprise management, into the PPP projects. Firstly, a comprehensive literat

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Escrig, Ana B., and Lilian M. de Menezes. "What is the effect of size on the use of the EFQM excellence model?" International Journal of Operations & Production Management 36, no. 12 (2016): 1800–1820. http://dx.doi.org/10.1108/ijopm-11-2014-0557.

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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 attai

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Cvetic, Tijana, Oliver Momcilovic, Slavko Arsovski, Gordana Todorovic, and Vladimir Kojic. "Analyze of effects of modified EFQM model." Tehnika 72, no. 3 (2017): 430–36. http://dx.doi.org/10.5937/tehnika1703430c.

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Gómez Gómez, Joaquín, Micaela Martínez Costa, and Ángel R. Martínez Lorente. "A critical evaluation of the EFQM model." International Journal of Quality & Reliability Management 28, no. 5 (2011): 484–502. http://dx.doi.org/10.1108/02656711111132544.

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Moura e Sá, Patrícia, and António Albuquerque. "Translating the EFQM model into the courts." International Journal of Quality and Service Sciences 7, no. 2/3 (2015): 230–44. http://dx.doi.org/10.1108/ijqss-03-2015-0029.

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Purpose – The purpose of this paper is to develop an assessment guide based on the European Foundation for Quality Management (EFQM) model criteria. Courts have been under pressure to become more accountable and responsive organisations. In this context, self-assessment models that drive attention to the way resources are being used and to the results that are being achieved, incorporating the views of different stakeholders, are of particular interest. Design/methodology/approach – A case study approach was used. The meaning of the quality principles that underline the EFQM model was discusse

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Martín‐Castilla, Juan Ignacio, and Óscar Rodríguez‐Ruiz. "EFQM model: knowledge governance and competitive advantage." Journal of Intellectual Capital 9, no. 1 (2008): 133–56. http://dx.doi.org/10.1108/14691930810845858.

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Goldschmidt, H. M. J., and H. O. Goldschmidt. "How generic is the EFQM model? Art and quality: the EFQM model applied to the field of art." Accreditation and Quality Assurance 6, no. 9 (2001): 435–39. http://dx.doi.org/10.1007/pl00010467.

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Martín-Gaitero, Jaime Pérez, and Ana B. Escrig-Tena. "The relationship between EFQM levels of excellence and CSR development." International Journal of Quality & Reliability Management 35, no. 6 (2018): 1158–76. http://dx.doi.org/10.1108/ijqrm-11-2016-0190.

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PurposeThe purpose of this paper is to analyse the level of corporate social responsibility (CSR) development, in accordance with the dimensions of Maonet al.’s (2010) model, which could be achieved when organisations adopt the EFQM model, as well as how the EFQM model can foster this CSR development.Design/methodology/approachThe research method chosen was a qualitative methodology involving multiple case studies. The empirical research relies on an in-depth study of four cases of organisations recognised by the EFQM model in Spain.FindingsThe findings show that, although a higher commitment

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NABITZ, U., N. KLAZINGA, and J. WALBURG. "The EFQM excellence model: European and Dutch experiences with the EFQM approach in health care." International Journal for Quality in Health Care 12, no. 3 (2000): 191–202. http://dx.doi.org/10.1093/intqhc/12.3.191.

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Fonseca, Luis, António Amaral, and José Oliveira. "Quality 4.0: The EFQM 2020 Model and Industry 4.0 Relationships and Implications." Sustainability 13, no. 6 (2021): 3107. http://dx.doi.org/10.3390/su13063107.

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The European Foundation for Quality Management (EFQM) 2020 model is a comprehensive and updated business model that encompasses sustainability and shares features with Industry 4.0, emphasizing transformation and improved organizational performance, yet with different theoretical and practical foundations. This research highlights the EFQM 2020 model’s novelties and its relationships/implications with the Industry 4.0 paradigm, contributing to the Quality 4.0 body of knowledge. Several linkages between the EFQM 2020 model and Industry 4.0 have been identified, namely, at the criteria level and

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Faraj, Shda Ibrahim. "Assessing Excellence Management in the Light of the European Excellence Model at Taif University." International Journal of Education and Literacy Studies 6, no. 4 (2018): 175. http://dx.doi.org/10.7575/aiac.ijels.v.6n.4p.175.

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This study assessed the excellence management at Taif University by considering the European Model of Excellence (EFQM) in terms of the following dimensions: (1) leadership, policies and strategies, (2) human resources, (3) processes, (4) partnerships and resources, (5) products and services, (6) human resource results, (7) society results and (8) key performance results. The study followed a descriptive (survey and comparative) approach. Data were collected using a questionnaire administered to a random sample of faculty members (n=284) of Taif University. The results indicated statistically

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Yskak, Nabi. "Expanding the Application of EFQM model for Institutional Accreditation of Educational Organizations." Advances in Social Sciences Research Journal 8, no. 1 (2021): 289–95. http://dx.doi.org/10.14738/assrj.81.9624.

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Relevance of this article topic consists in the necessity to find some alternative to the existing practice of using of the 2015 Standards and Guidelines for Quality Assurance in the EHEA (ESG-15) for accreditation of educational organizations in Kazakhstan. This study purpose is to develop the ways of expanding the European Foundation for Quality Management (EFQM) use for institutional accreditation of universities. Methods: comparativ analysis, formalization method. Results: 1) the genesis, functions and levels of educational organizations’ accreditation in Kazakhstan are described; 2)

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Vrtodušić Hrgović, Ana-Marija. "PROPOSAL OF A MODEL FOR MEASURING AND EVALUATING THE HOTEL BUSINESS RESULTS IN QUALITY SYSTEM." Tourism and hospitality management 11, no. 1 (2005): 357–72. http://dx.doi.org/10.20867/thm.11.1.23.

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Kod uvođenja se i primjene suvremenih sustava mjerenja i ocjenjivanja rezultata poslovanja mogu koristiti i modeli poslovne izvrsnosti. Predloženi sc model za mjerenje i ocjenjivanje rezultata poslovanja u ovom radu temelji na EFQM modelu poslovne izvrsnosti. On predstavlja samo jedan od mogućih modela što je i u skladu sa zahtjevima EFQM modela poslovne izvrsnosti koji definira koje aspekte rezultata poslovanja treba pratiti i ocjenjivati, ali ne i na koji način.

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Zárraga-Rodríguez, Marta, and M. Jesús Álvarez. "Efficient information-related practices in companies committed to EFQM." TQM Journal 28, no. 6 (2016): 798–813. http://dx.doi.org/10.1108/tqm-03-2015-0040.

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Purpose The purpose of this paper is to explore whether or not companies committed to quality management within the European Foundation for Quality Management (EFQM) Excellence Model framework use and manage the information in an efficient way, i.e., they have developed information capability. In particular, this research investigates the links between information capability and the EFQM Excellence Model. Design/methodology/approach This study is an extension of previous work by Zárraga-Rodríguez and Alvarez (2013), which was a first qualitative approach to the subject. In that work the EFQM E

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Santos, Ricardo Simões, and António João Pina da Costa Felician Abreu. "EFQM model implementation in a Portuguese Higher Education Institution." Open Engineering 9, no. 1 (2019): 99–108. http://dx.doi.org/10.1515/eng-2019-0012.

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AbstractEducation sector, and particularly, Higher Education Institutions (HEI), is nowadays an increasingly competitive sector, where the HEI’s success, relies on stakeholder’s recognition, along with their capacity to attract funding, to achieve sustainability.To attends such demands, HEI tends to incorporate into their strategy, Internal Quality Assurance Systems (IQAS). Additionally, and according to some works, existed on literature, HEI should follows a logic of continuous improvement, through the services provided to their stakeholders, where EFQM (European Foundation for Quality Manage

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Gómez, Joaquín Gómez, Micaela Martínez Costa, and Angel R. Martínez Lorente. "An in-depth review of the internal relationships of the EFQM model." TQM Journal 27, no. 5 (2015): 486–502. http://dx.doi.org/10.1108/tqm-05-2013-0056.

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Purpose – The European Foundation for Quality Management (EFQM) model is widely used as a management tool in companies. Consequently, it is of great importance to understand the relationships within it, and inform managers about appropriate ways to manage events in order to get the desired results in general, and for specific interest groups (stakeholders). The paper aims to discuss these issues. Design/methodology/approach – This paper analyzes the internal relationships of the EFQM model using empirical data from a sample of 199 Spanish companies. Four managers in each company were interview

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Eskildsen, Jacob K., Kai Kristensen, and Hans Jørn Juhl. "The criterion weights of the EFQM excellence model." International Journal of Quality & Reliability Management 18, no. 8 (2001): 783–95. http://dx.doi.org/10.1108/eum0000000006033.

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Iglesias Madrigal, Mª Ángeles, and José Ángel Sanz Lara. "Applying the EFQM model to golf course management." Journal of Sport & Tourism 21, no. 3 (2017): 223–41. http://dx.doi.org/10.1080/14775085.2017.1338159.

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Gómez, Joaquín Gómez, Micaela Martínez Costa, and Ángel R. Martínez Lorente. "EFQM Excellence Model and TQM: an empirical comparison." Total Quality Management & Business Excellence 28, no. 1-2 (2015): 88–103. http://dx.doi.org/10.1080/14783363.2015.1050167.

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Nagyova, A., and H. Pacaiova. "Maintenance evaluation based on the EFQM model excellence." IOP Conference Series: Materials Science and Engineering 393 (August 10, 2018): 012005. http://dx.doi.org/10.1088/1757-899x/393/1/012005.

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Medne, Aija, Inga Lapina, and Arturs Zeps. "Sustainability of a university’s quality system: adaptation of the EFQM excellence model." International Journal of Quality and Service Sciences 12, no. 1 (2020): 29–43. http://dx.doi.org/10.1108/ijqss-09-2019-0108.

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Purpose Modern trends show that universities are searching for new solutions to increase efficiency and improve quality by considering approaches of quality system development that link with strategy and include extensive analysis of risks, processes and stakeholders. The approach that best fits the institution has to be in line with the institution’s strategic objectives, quality culture and policy and key performance indicators. The purpose of this paper and case study is to discover if sustainable development may be achieved by using an appropriate quality system development approach, such

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Nenadál, Jaroslav. "The New EFQM Model: What is Really New and Could Be Considered as a Suitable Tool with Respect to Quality 4.0 Concept?" Quality Innovation Prosperity 24, no. 1 (2020): 17. http://dx.doi.org/10.12776/qip.v24i1.1415.

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<p><strong>Purpose:</strong> The paper offers a set of original information based on critical analysis of description two last versions of excellence models presented by the European Organisation for Quality Management (EFQM). The principle goal is to present the main advantages and weaknesses of the latest version of The EFQM Model, especially from a practical point of view with respect to a Quality 4.0 era.</p><p><strong>Methodology/Approach:</strong> Comparative analysis of two relevant documents (EFQM, 2012; EFQM, 2019a) was used as a key method. D

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Khosravi, Alireza, Mohammad Fallah, and Seyyed Esmaeil Najafi. "An EFQM-Fuzzy Network Data Envelopment Analysis Model for Efficiency Assessment in Organizations." Journal of Mathematics 2021 (September 4, 2021): 1–17. http://dx.doi.org/10.1155/2021/6655857.

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One of the new concepts that have found a considerable position in many countries of the world is organizing EFQM organizational excellence models. Different organizations and institutions have been evaluated and compared on its basis, and the move towards improvement and promotion is strengthened in them due to creation of competitive space. The EFQM organizational excellence model cannot remove the managers’ and users’ need for the levels of quantitative goals’ operation solely. Thus, requirement for a tool which considers quantitative goals and present environment was felt, and in this mann

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Vukomanovic, Mladen, and Mladen Radujkovic. "THE BALANCED SCORECARD AND EFQM WORKING TOGETHER IN A PERFORMANCE MANAGEMENT FRAMEWORK IN CONSTRUCTION INDUSTRY." Journal of Civil Engineering and Management 19, no. 5 (2013): 683–95. http://dx.doi.org/10.3846/13923730.2013.799090.

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In the recent years the Balanced Scorecard (BSC) and EFQM Excellence Model (EFQM) became very popular performance management (PMM) models. However, many studies showed their flaws, especially in communicating, integrating and aligning Key Performance Indicators (KPI) with strategy, setting targets and conducting benchmarking. BSC or EFQM have always been used alone and regarded as exclusive PMM tools. In contrast, this study introduces a novel PMM framework that relies on the strengths of both BSC and EFQM. The framework uses the Analytic Hierarchy Process (AHP) to connect these two models. At

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Szczepańska, Katarzyna, and Małgorzata Wiśniewska. "Human Performance Improvement in the Health Care Organizations. Results of Empirical Study in Poland." Foundations of Management 4, no. 2 (2012): 97–108. http://dx.doi.org/10.2478/fman-2013-0013.

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Abstract Human Performance Improvement (HPI) as well as human aspects in Quality Management (QM) has received strong attention from researches. Many studies investigate the level of health care services and their main determinants. This paper seeks the relationships between the concepts of HPI and QM. The aims are to present the HPI practices on the example of EFQM Business Excellence Model criteria. HPI criteria were measured by EFQM model in Health Care Organizations (HCO) in Poland with use of case study methodology conducted on the basis of self-assessment reports documentation. The study

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Adámek, Pavel, Radka Bauerová, and Šárka Zapletalová. "A Research Agenda of “EFQM Recognized for Excellence” recipients in the Czech Republic." Global Journal of Business, Economics and Management: Current Issues 10, no. 3 (2020): 161–75. http://dx.doi.org/10.18844/gjbem.v10i3.4685.

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Abstract This paper provides a general approach to explore an appropriateness of business excellence models (BEMs) in Czech environment and investigates whether there is a specific approach to the adoption of best management practices in organizations embedded in the EFQM Excellence Model including as a part of national quality awards (NQAs) and evaluate impact on their key performance indicators. The aim of the paper is to provide an overview of the BEMs approach in the Czech Republic and found the relevance with the issues of resulting from the implementation of the EFQM model and sele

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Calvo-Mora, Arturo, Antonio Blanco-Oliver, José L. Roldán, and Rafael Periáñez-Cristóbal. "TQM factors and organisational results in the EFQM excellence model framework: an explanatory and predictive analysis." Industrial Management & Data Systems 120, no. 12 (2020): 2297–317. http://dx.doi.org/10.1108/imds-12-2019-0701.

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PurposeWithin the framework of Total Quality Management (TQM) and the EFQM Excellence Model (EEM), the main objective of this paper is to develop a causal-predictive analysis of the relationships between soft and strategic-hard EFQM factors and the organisational results (customers, people, society and key results).Design/methodology/approachFrom a causal-predictive perspective, four EEM models, designed for each organisational result, are compared applying partial least squares structural equation modelling (PLS-SEM) and using a sample with 225 Spanish organisations.FindingsThe results confir

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Silaeva, V. V., and V. P. Semenov. "New approaches to improving enterprise management systems using international models and standards in a digital transformation environment." Quality. Innovation. Education, no. 5 (2020): 24–29. http://dx.doi.org/10.31145/1999-513x-2020-5-24-29.

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The relevance of creating integrated management systems for enterprises in a digital transformation environment is proved. New approaches to improving the management system in accordance with the new European excellence model (EFQM 2020) and international standards for achieving sustainable success and risk management are described. Approach to the development of integrated management system model based on the new EFQM 2020 model and international standards such as ISO 9004:2018 and ISO 31000:2018 is offered.

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Shahin, Arash, Hadi Balouei Jamkhaneh, and Sayedeh Zahra Hosseini Cheryani. "EFQMQual: evaluating the implementation of the European quality award based on the concepts of model of service quality gaps and ServQual approach." Measuring Business Excellence 18, no. 3 (2014): 38–56. http://dx.doi.org/10.1108/mbe-12-2012-0057.

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Purpose – The major aim of this investigation is to propose a novel approach for evaluating the implementation of the European Quality Award, i.e. the model of European Foundation for Quality Management (EFQM). Design/methodology/approach – The EFQM model includes both enablers and results, while in the service quality gaps model, only the gaps between the organization and customer are studied. In this paper, a new approach has been proposed to assess seven determined gaps in implementing the EFQM model based on the concepts of the service quality gaps model and the ServQual approach. The new

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Garbarova, Miriam. "Improving human resources management using the EFQM Excellence Model." International Journal of Organizational Leadership 6, no. 3 (2017): 335–40. http://dx.doi.org/10.33844/ijol.2017.60268.

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Abdolshah, Mohammad, Mostafa Moghimi, Mariam Azin, and Pourya Najafian. "Mehr Iran Bank's Performance Evaluation Using EFQM Excellence Model." International Journal of Productivity Management and Assessment Technologies 4, no. 1 (2016): 15–27. http://dx.doi.org/10.4018/ijpmat.2016010102.

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The role of assessment systems in organizational excellence today is well-known in the business world. Performance assessment in organizations to identify strengths and weaknesses to make optimal use of resources has special significance. The changing needs of customers and stakeholders, competition, constant changes in laws and regulations, and reliance on traditional methods will not result in enhanced performance within global hypercompetition. Therefore, it has become necessary to employ models which possess the ability to evaluate organizations' present situation for strategic planning. I

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George, Carol, Fraser Cooper, and Alex Douglas. "Implementing the EFQM excellence model in a local authority." Managerial Auditing Journal 18, no. 2 (2003): 122–27. http://dx.doi.org/10.1108/02686900310455100.

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Zárraga-Rodríguez, Marta, and M. Jesús Álvarez. "Does the EFQM Model Identify and Reinforce Information Capability?" Procedia - Social and Behavioral Sciences 109 (January 2014): 716–21. http://dx.doi.org/10.1016/j.sbspro.2013.12.535.

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Fechete, Flavia, Anișor Nedelcu, and Maria Popescu. "Improving Organizational Performance through the Use of the EFQM Excellence Model." Applied Mechanics and Materials 657 (October 2014): 921–25. http://dx.doi.org/10.4028/www.scientific.net/amm.657.921.

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Achieving quality depends on how the company works, planning and control processes are essential for satisfying customers and other stakeholders. In this respect, more companies are turning to systems of excellence that allow the organization to identify problems and help them implementing improvement measures needed for development. The analysis developed in this paper aims is to examine the main processes carried out at a sugar factory by the way they are planned, managed and controlled, through the criterion – Processes- of the EFQM excellence model. The study is focused on an economic anal

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Kafetzopoulos, Dimitrios, and Katerina Gotzamani. "Investigating the role of EFQM enablers in innovation performance." TQM Journal 31, no. 2 (2019): 239–56. http://dx.doi.org/10.1108/tqm-09-2018-0124.

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Purpose The purpose of this paper is to develop a conceptual framework to investigate how the European Foundation for Quality Management (EFQM) excellence model enablers influence the four types (product, process, organizational and marketing) of innovation performance of a manufacturing firm. Design/methodology/approach The study uses survey data from a sample of 580 manufacturing firms in Greece and employs structural equation modeling to test the developed hypotheses. Findings The results reveal that enablers of the EFQM model are either directly or indirectly associated with the four types

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Rosak-Szyrocka, Joanna, and Marek Roszak. "The role of the EFQM model in precepting quality in Polish enterprises." Multidisciplinary Aspects of Production Engineering 2, no. 1 (2019): 399–406. http://dx.doi.org/10.2478/mape-2019-0040.

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Abstract The purpose of the paper is to determine the degree of Polish companies’ maturity applying for Quality of the Year certification based on the EFQM excellence model. The study was conducted using a questionnaire (CAWI – computer assisted web interview). Company to get certified Quality of the Year had to get in the field of self-assessment carried out by the EFQM model at least 56%. Results and its analysis showed that among the 49 analyzed large companies seeking Quality of the Year certification only 3 achieved a value of 80% and above. Among the 10 companies selected for analysis on

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Soeiro, Alfredo. "Quality of Continuing Engineering Education: DAETE and EFQM." International Journal of Advanced Corporate Learning (iJAC) 13, no. 4 (2020): 57. http://dx.doi.org/10.3991/ijac.v13i4.16811.

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<p class="0abstract">DAETE was a project created to develop accreditation procedures to ensure quality of continuing engineering education (CEE) courses. Financed by the European Commission and by the USA government it was adapted to evaluate and to improve quality of the centres in both sides of the Atlantic to foster recognition and cooperation. Among the several quality management models available in the academic and industrial contexts the partnership chose EFQM. The model was developed in two years with four partners from Europe and one from the USA. The development consisted in the

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