Browsing by Subject "EFQM model"

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    Does culture matter for the EFQM model application?
    (Taylor and Francis Group, ) Gimenez Espin, J. A.; Martinez Costa, M.; Jiménez-Jiménez, Daniel; Economía Financiera y Contabilidad
    The main objective of this paper is to analyse which kind of organisational culture is most suitable for the successful application of the EFQM model in the manufacturing sector. Partial Least Squares (PLS) was employed with data from a sample of 200 Spanish companies. Two managers in each organisation provided the data for analysis. The results of the empirical analysis identify the relationships between some of the variables, and contribute to the understanding of how the organisational culture can be a key factor in the company’s success by facilitating the utilisation of the EFQM enabling criteria. This research highlights the importance of an orientation towards a culture of control and stability that can support the use of the principles and results suggested by the EFQM model. The research fills the gap in the literature regarding the relationship between organisational culture and EFQM model application. The findings suggest the possibility that TQM and the EFQM model could require different organisational cultures for success.
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    Effects of the organizational culture andknowledge exploration and exploitation onresults in the EFQM model framework
    (Emerald Publishing Limited, 2023-06-19) Giménez Espín, Juan Antonio; Jiménez-Jiménez, Daniel; Martínez Costa, Micaela; Economía Financiera y Contabilidad
    Purpose – This paper aims to adopt Cameron and Quinn’s analysis of organizational culture and March’s learning framework to analyze the type of organizational culture (OC) that promotes learning competences and whether exploration and exploitation competences (ambidexterity) improve the European Foundation of Quality Management (EFQM) results (excellent results). In addition, this research tests if these competences exercise a mediating effect in the relationship between OC and performance. Design/methodology/approach – A model is proposed whose relationships have been tested using structural equations. The sample was obtained from the SABI database. Two hundred valid questionnaires were returned via a webpage, in which four managers from each of the 200 organizations responded. Findings – The results support the proposed relationships. Adhocracy, hierarchy and market culture have a positive relationship with excellent results. A hierarchical culture develops exploitation competences, and a market culture develops learning ambidexterity. Moreover, exploration and exploitation increase results. Finally, these two cultures indirectly influence results through exploration and exploitation competences. Research limitations/implications – The proposed model can help managers who implement the EFQM model to better understand how the culture of their organization promotes learning and how these two variables improve their performance. Practical implications – Because the EFQM model requires organizations to use a knowledge management system to enhance the effect of the enabliers criteria on excellent results, the managers of these companies must know that only market and hierarchy cultures are suitable for it. Besides, this study highlights the importance of two cultural values for the implementation of the EFQM Model and, therefore, to promote excellent results: market orientation and process control. Originality/value – This study fills an existing gap in the literature by combining exploitation, exploration, OC and EFQM results in a single model and highlights the importance of market orientation and process control for excellent results and knowledge exploration and exploitation.