Abstract
This work aims to propose alternatives to the EFQM (European Foundation for Quality Management) Model from the perspectives of sustainability, efficiency, and competitiveness, with an application to the railway sector in Spain. Concerning improvement factors, a retroactive analysis is based on a second-degree confirmatory factorial analysis, suggesting a new grouping of factors. With respect to the transformation process, a systemic proposal of seven cross-cutting elements (Integral Framework for Transformation into Outstanding Organizations) is presented, providing a sequence of reflection and action initiatives to successfully address the current environmental sustainability, efficiency, and competitiveness challenges in the railway sector through a case study, ADIF (Administrador de Infraestructuras Ferroviarias). The proposal for this Integrated Framework for The Transformation of Organizations is carried out to consolidate the EFQM Model, not only as a management evaluation tool, but also as a quality of management and sustainability instrument, increasing its role as a driving mechanism for actions that generate an effective improvement and transformation in an organization dedicated to mobility. The confirmation of all the hypotheses related to the relationship between Leadership and Strategy, on the one hand explanations., and People, Alliances and Resources, and Processes on the other, along with the four Criteria of Results (People, Clients, Society, and Key Results), allows for the proposal of an EFQM Model that evolves around three major constructs: Guidance, Action, and Feedback. The implications of this work focus on three areas: (1) theoretical, as it is the first analysis of this magnitude to be performed in literature; (2) research, as it opens new hypotheses for contrasting with other organizations in the sector; and (3) management, as it proposes a sustainable organizational and business model.
Highlights
In line with the consolidation of the EFQM model as a more active instrument in the dynamics of transformation of organizations, the structure of this 2020 Model is articulated around three major dimensions: Guidance, a tactical point of view (Action), and Feedback
The research methodology is based on the notion that the objective of the study is to confirm the theoretical dimensions that make up the EFQM Model, applied to the case to propose an evolved model of integral management
The analysis has aimed to suggest a simplified proposal of the EFQM model, which has been achieved by verifying the high levels of correlation between criteria, as well as between the items that make them up, resulting in an improved configuration of these criteria
Summary
Publisher’s Note: MDPI stays neutral with regard to jurisdictional claims in published maps and institutional affiliations. The structure of the EFQM Model, designed from the outset and based on nine criteria, arose in 1991 in a specific context in which the priority was to provide an evaluation tool based on a continuous improvement cycle (Figure 1). Looking at the nine criteria, the question that arises is: to what extent is the business framework sustainable in the current economic and social scenario? Concern for quality management first arose in 1987, when a law was passed in the US Congress to promote and boost awareness of quality management and recognize those national organizations that successfully implemented quality management systems. The Malcolm Baldrige Award has been one of the greatest recognitions of excellence
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