Arturo Calvo-Mora

Relationships between the EFQM model criteria: a study in Spanish universities

Abstract In the literature on quality management it is necessary to undertake empirical studies that go further into the knowledge and understanding of the relationships between the key implementation factors and the results. This work falls within that context and its reference is the EFQM Excellence Model and the field of higher education. The structural equations method is used and, more specifically, the Partial Least Squares (PLS) technique. The results from the analysis of the measurement and structural model support the reliability and validity of the European Excellence Model as a reference framework for the implementation, evaluation and improvement of quality in the area of higher education. The need to consider the agents together as the determinants of the results is also revealed, as well as there being an internal logic that connects the models results. Moreover, the analysis has allowed us to conduct an in-depth study of the causal structure of the EFQM Model. An understanding of this structure may allow centres of higher education to direct their management towards the achievement of excellent results.

Using enablers of the EFQM model to manage institutions of higher education

– To analyse the implicit relationships among enabler agents of the European excellence model to serve as a framework for the management and improvement of the quality in higher education institutions., – The hypotheses set out are based on the structure and meaning of the EFQM model and a review of the TQM literature. The empirical study was developed in 111 Spanish public university centres, and used the partial least squares (PLS) technique to test these hypotheses., – The results achieved support the relationships hypothesized and indicate the role of enabler agents as a basis for establishing a management model that leads universities towards excellence., – The main limitation is related to the notion of causality. Our study has considered a soft modelling approach directed more towards prediction than causality., – The role of senior management stands out among the key activities. The top management leads the excellence development of key processes in the university through appropriate leadership, strategy formulation, establishment of partnerships, resource allocation, and human resources management., – The current work is one of the first studies dealing with the testing of implicit relationships set out by the EFQM model among enablers. The comprehension of these relationships provides a guide to implement, develop, assess and improve higher education institutions.

The relationships between soft-hard TQM factors and key business results

Purpose – This paper aims to advance in the knowledge of the EFQM model as a framework for implementing total quality management (TQM). To do so, the work identifies the soft-hard TQM factors in the EFQM model, investigates the relationships between these factors and analyses their influence on key business results. Design/methodology/approach – The methodology used is factorial analysis and structural equations – specifically the partial least squares technique. The sample is made up of 116 private firms. TQM is an integral management philosophy which is based on a set of social and technical factors that must be put into practice through a reference framework, such as the one in the EFQM model. Findings – The work empirically identifies three dimensions that correspond to the soft-hard TQM factors (management and human resources, strategic management of partnerships and resources and processes management). Furthermore, it shows how these dimensions make up a management system that has a significant effe...

Contextual and mediation analysis between TQM critical factors and organisational results in the EFQM Excellence Model framework

Following a total quality management (TQM) approach and the EFQM Model framework, this contribution aims to study the influence of TQM social factors on organisational results, by considering the TQM technical factors as a mediating variable in this relationship. Moreover, the effect of size and type of business on the implementation of TQM and results is analysed, as well as determining which TQM practices have a more important effect on the operational results. The research questions and hypotheses proposed in this research model are tested on a sample of 116 Spanish firms. The results support the reliability, validity and the high-predictive power of the EFQM Excellence Model as a framework for the implementation of TQM. Moreover, our findings indicate that TQM social factors provide a cornerstone for the success of the quality system. Similarly, TQM technical factors partially mediate the relationship between TQM social factors and results. It was also found that TQM social factors and processes management are the main predictors of operational performance. Finally, significant differences were found in TQM implementation, and in the key results of companies, based on their size; however, these differences are not significant based on the sector activity.

A structural analysis of the EFQM model: an assessment of the mediating role of process management

The purpose of this paper is to research how the critical total quality management (TQM) factors present in the European Foundation for Quality Management (EFQM) model make up a management system. This article presents a significant contribution to the current body of TQM by establishing the models internal working structure as a management system and also by showing how the way in which the organization designs and starts up this system has a bearing on its results. The methodology used is structural equation modeling (Partial Least Squares technique). The sample consisted of 116 firms. Our findings show that: (1) the EFQM model is a reliable and valid framework to measure the results achieved by the firm; (2) The synergies between the critical factors make up a management system, especially, the importance of leadership, strategy and processes for the systems effectiveness and soundness; (3) The obtaining of a measure of the overall results. This allows us to have an overall indicator of the level of excellence attained by the firm; (4) The process management fully mediates the influence of strategy, and alliances and resources management respectively on overall results.

The role of strategic planning in excellence management systems

The paper examines the role of the strategic planning process in excellence management systems (EMSs) and attempts to contribute evidence of how the efficient EMS works, by an analysis of the synergies and relationships between the critical factors of total quality management (TQM) and the organisations results. In order to reach these objectives, the excellence model of the European Foundation for Quality Management (EFQM) was used as a framework. The methodology used was the Partial Least Squares (PLS) technique. The data were collected from a sample of 225 Spanish firms, candidates for excellence awards, which have been subjected to the complete self- and external-assessment process. The results showed that the actions and the commitment of the leaders and the people to quality (EFQM enablers social factors) must be made effective through the design and implementation of a schematic of the key processes, suitable resource management and the establishment of alliances with the main suppliers and partners. Another critical issue for the success of TQM is the need to achieve integration of the quality values, objectives and practices into the strategic planning process. Moreover, the results also show how the management of the EFQM enablers technical factors differs based on the degree of excellence with which the strategic planning process is employed in the organisations which form the sample.

Excellence profiles in Spanish firms with quality management systems

This paper seeks to answer two important questions that firms consider when designing, implementing and improving a quality management system (QMS): (1) what are the critical or key factors in implementing, developing and improving a QMS; and (2) what results can we expect from these factors? This articles primary new contribution to these questions is to propose the construction of an indicator that we call the reformed excellence predictor (REP). This indicator is obtained by taking as reference a sample of over 100 Spanish firms with experience in processes of implementation, development and improvement of quality. Once we have constructed the indicator, using multivariate statistical and graphic techniques, we analyse the implementation profiles and the results of the firms that have achieved the highest levels of excellence for the indicator designed.

Processes Approach, Quality Management and Key Business Results

A great deal of research has shown how quality management (QM) can help organizations to improve their performance. The indispensable elements for QM to produce the desired effect are called critical factors. Among those, process approach is considered a management principle and a fundamental requirement in QM implementation framework. In Europe, the most frequently used frameworks are the international family of standards, ISO 9000, and the EFQM excellence model. In this context, the paper aims to (1) describe the practical implications of process management system; (2) analyse the impact of implementation actions on classical schemes of management and the structural design of organizations; and, (3) provide evidence of how process management is positively related with key organizational business results. For this purpose, the study uses a sample of 225 Spanish firms which have been subjected to complete assessment processes according to the EFQM model.

Assessment and improvement of organisational social impact through the EFQM Excellence Model

Total quality management (TQM) and corporate social responsibility (CSR) are relevant management philosophies and frameworks that organisations use to help generate a sustainable competitive advantage. This contribution aims to study the influence of TQM social factors (leadership and human resource) and TQM technical and strategic factors (Strategy-Resources management and process management) with social results. The hypotheses proposed in our research model are tested on a sample of 116 Spanish companies, with experience in TQM through assessments by means of the European Foundation for Quality Management (EFQM) Excellence Model. The partial least squares structural equations modelling (PLS-SEM) approach was used to test the research model. Our findings indicate that the EFQM Excellence Model is a reliable and valid framework with which to measure and improve the organisational social impact. The synergies and the indirect effects between the TQM critical factors, in the EFQM Excellence Model framework, constitute a management system. Moreover, the TQM social factors and Strategy-Resources management factors determine the efficiency with which an organisation manages its key processes, which have a significant impact on the social results that organisations are capable of achieving.

Tourism for All and Performance: An Analysis of Accessibility Management in Hotels

Tourism is a first-order social commodity which must be within the reach of all citizens, irrespective of their personal, social, and economic circumstances. In this sense, the accessibility of tourist installations and services helps to guarantee the right of all people to enjoy leisure (Tourism for all). Furthermore, accessibility is a characteristic of a tourist product’s quality which is increasingly more valued by customers. This is why there is a growing interest in accessibility management and understanding its impact on the improvement of the performance and image of tourist organizations. In our work we analyze the key aspects of accessibility management in a sample of hotel establishments, as well as the perception of their managers concerning the benefits of this management. The results show the strong commitment of hotel managers toward accessibility (leadership and strategy), although deficiencies are observed in aspects related to staff training and the involvement of the firm in the networks, forums, and associations which try to strengthen tourism for all. Finally, hotel managers are aware that the bettering of accessibility is a differentiation factor and improves the external image of their hotels. This can have positive economic repercussions for the business in the medium and long term.