European Foundation For Quality Management Research Articles

Human Capital Efficiency and Firm Performance of Quality-Certified Firms from EFQM Excellence Model: A Dynamic Panel Data Study

Abstract Purpose The study’s main purpose is to investigate the impacts of human capital efficiency (HCE) on the firm performance of non-certified and quality-certified firms from the European Foundation for Quality Management (EFQM) Excellence Model. The study also examines the relationship between firm performance and quality-certificates from the European Foundation. Design/methodology/approach By using a sample of 282 non-certified and 22 quality-certified firms from 2017 to 2021, the current study employed a two-step system generalized method of moments (GMM) estimation to analyse the empirical data. The dummy variable is used to examine the relationship between quality-certificates and firm performance. The dummy interaction term is employed to quantify the impacts of HCE on the firm’s performance for quality-certified firms. Findings The results revealed that quality-certificates and firm performance have a positive relationship. Quality-certified firms perform better and earn more profits than non-certified firms. HCE has a positive impact on firm performance for both types of firms. Moreover, the quality-certified firms utilize HCE in an efficient way to earn more profits compared to the non-certified firms. Originality This is the first study to use a comprehensive analysis to emphasize the HCE for non-certified and quality-certified firms separately. The effects of quality-certificates on firm performance in the context of HCE are also being highlighted for the first time in this research. Practical implications The current study’s findings are fruitful for academics, managers, researchers, policymakers, and other firm management. The findings will encourage the management of the firms to implement the total quality management (TQM) approach within their firms.

Exploring the Relationships between the Enablers and Results Criteria of the EFQM Model 2013 in the Context of the Greek Public Administrative Services

This study presents a first attempt to apply and validate the European Foundation for Quality Management (EFQM) Model 2013 as a framework in the context of public administrative services in Greece, and to explore the relationships between the model’s enablers and results criteria. The methodological approach adopted was quantitative research with a structured questionnaire, while partial least squares structural equation modeling (PLS-SEM) was applied to validate the model and test the cause–effect relationships between the enablers and results on a national sample of 155 managers. The results confirmed the reliability and validity of the EFQM Model 2013 in the context of this study and revealed significant relationships between the model’s enablers and results. In addition, the empirical findings of this study may improve our understanding of the underlying relationships between the EFQM model criteria, but should not be generalized, as this study only concerned Greek public administrative services. Finally, this study may provide valuable insights to managers and governing bodies responsible for policy-making about the significance and magnitude of the relationships between the enablers and results criteria so that they can develop strategies to improve the operational and strategic performance of the Greek public administrative services.

An Artificial Intelligence (AI) Framework to Predict Operational Excellence: UAE Case Study

Implementing the European Foundation for Quality Management (EFQM) business excellence model in organizations is time- and cost-consuming. The integration of artificial intelligence (AI) into the EFQM business excellence model is a promising approach to improve the efficiency and effectiveness of excellence in organizations. This research paper’s integrated framework follows the ISO/IEC 23053 standard in addressing some of the concerns related to time and cost associated with the EFQM model, achieving higher EFQM scores, and hence operational excellence. A case study involving a UAE government organization serves as a sample to train the AI framework. Historical EFQM results from different years are used as training data. The AI framework utilizes the unsupervised machine learning technique known as k-means clustering. This technique follows the ISO/IEC 23053 standard to predict EFQM output total scores based on criteria and sub-criteria inputs. This research paper’s main output is a novel AI framework that can predict EFQM scores for organizations at an early stage. If the predicted EFQM score is not high enough, then the AI framework provides feedback to decision makers regarding the criteria that need reconsideration. Continuous use of this integrated framework helps organizations attain operational excellence. This framework is considered valuable for decision makers as it provides early predictions of EFQM total scores and identifies areas that require improvement before officially applying for the EFQM excellence award, hence saving time and cost. This approach can be considered as an innovative contribution and enhancement to knowledge body and organizational practices.

Evaluation of Quality and Equality in Education Using the European Foundation for Quality Management Excellence Model—A Literature Review

Purpose: The purpose of this study was to determine the effects of the European Foundation for Quality Management (EFQM) Excellence Model on education and its contribution to ensuring high-quality education equality. Design/Methodology/Approach: A systematic literature review was conducted based on data from three academic publishers (Taylor & Francis, Emerald, and Elsevier Science Direct). Of the 69 journal articles, 61 were published between 2003 and 2023 and documented the results of the EFQM quality tool, and 8 articles were removed. Findings: The study highlights the results of applying the EFQM Excellence Model in the educational sector. Based on the bibliographic review, the feasibility of using the model in primary, secondary, and tertiary education is identified. We examine the findings related to using the model to ensure equality in high-quality education and the challenges faced by educational systems, with the ultimate goal of meeting student expectations. Research limitations/Implications: An important limitation is that the data were only drawn from three major publishers and the authors did not have access to all the relevant databases, since the search for articles was carried out in English only. The search for articles was limited by the keywords, as the EFQM Excellence Model was originally designed for the private sector. Practical implications: The results and limitations recorded in the study and the presentation of the 88 articles motivate academic researchers to conduct further study and fill the gap left by the limited number of publications on the application of the EFQM Excellence Model in the educational sector. Originality/Value: The EFQM Excellence Model has not been widely implemented in the high-quality educational sector and the existing literature reviews are limited. More research in the field of education is needed to determine the contribution of the excellence model to the evaluation of high-quality education.

Sustainable development of the company on the basis of soft total quality management

The article is concerned with studying the impact of soft components of total quality management (TQM) on the company’s environmental and social sustainability. The subject of the research is a set of theoretical, methodical and practical recommendations for implementing the concept of total quality management to ensure sustainable development of a company. The purpose of the article is to theoretically substantiate and develop practical recommendations for identifying the impact of soft TQM on the sustainable development of a company. Achievement of this goal is ensured by fulfilling the following interrelated tasks: to summarise the existing soft TQM practices in the research of scientists, to allocate the features of soft TQM functioning in Ukrainian companies and their success in achieving environmental and social sustainability, to develop recommendations for improving the level of environmental and social sustainability of companies through the implementation of soft TQM practices. The research used general scientific and special methods of cognition: structural-logical, systemic and process approaches, the method of generalisation and comparison, questionnaires, methods of correlation and regression analysis, logical method, method of tabular presentation of data, scientific generalisation. The following results have been obtained: having analysed the work of scientists on the research’s subject, the work of the European Foundation for Quality Management, the aspects of TQM that cover the company’s business activities, as well as the problems that are specific to each of them, have been identified. To identify the level of implementation of detailed issues, a questionnaire was developed and completed by the heads of 68 Ukrainian companies between November 2022 and March 2023. It included a Likert scale assessment of each of the soft TQM dimensions (business management system, HR practices, continuously evolving processes, leading procurement procedures, stakeholder identification, and product competitiveness) based on 28 statements. Five hypotheses were proposed based on the literature on the research topic and our own analytical developments. The data obtained in the course of the survey were analysed using correlation and regression analyses. The results show that two practices – business management systems and human resource management practices – are related to environmental sustainability, while only the business management system is related to social sustainability. The article provides recommendations for supporting the sustainable development of the company. Conclusions. The study demonstrates the effectiveness of TQM practices in ensuring the sustainability of a company’s activities. The business management system affects both environmental and social sustainability of the company. Human resource management practices have a positive impact on environmental sustainability, but not on social sustainability, i.e. organisational factors are key to achieving environmental sustainability. Raising awareness of sustainability is the best way to promote the implementation of procedures that contribute to sustainability. Other TQM practices, such as continuously evolving processes, leading procurement procedures, stakeholder identification, and competitive products, do not affect a company’s environmental and social sustainability. The article raises topics for future research: why human resource management practices and continuously evolving processes do not affect sustainability. It is appropriate to deepen the case studies to identify the mechanisms by which TQM practices contribute to both environmental and social sustainability.

Inclusive rice seed business: Performance and sustainability

Abstract A collective action approach to rice seed production is an inclusive method involving the community’s active participation at all stages of its execution. This all-inclusive strategy, however, has yet to be thoroughly investigated and published. This study explored how and to what degree an inclusive rice seed business of Gapoktan, based on a collective action approach, might be deployed in a sustainable rice seed company run by community groups. The research comprised the following stages: (1) establishment of a seed production business institution, (2) production of rice seeds, and (3) self-assessment of the performance of the seed production business institution. Institutional data were acquired through a questionnaire that references the European Foundation for Quality Management’s (EFQM) methodology. Three dimensions used were direction (purpose, vision, and strategy; organizational culture and leadership); execution (engaging stakeholders; coasting sustainable value; driving performance transformation); and result (stakeholder perceptions; strategic and operational performance). The study suggests essential findings: The organizational structure of rice seed producers formed is complete regarding its operational functions. The rice seeds produced by Gapoktan have met both the volume and quality standards. From a financial perspective, this rice seed production unit is feasible for further development. However, their social orientation is still relatively high and needs to be more profit-oriented. Uniquely, not all members buy and use Gapoktan seeds. As a result, additional efforts are necessary to provide exceptional service to Gapoktan members.

Predictive and mediation model for decision-making in the context of dynamic capabilities and knowledge management

PurposeDrawing on resource and capability theory, this study aimed to analyze the relationship between the dynamic capabilities (DC), the knowledge management (KM) process (KMP) and results in customers and people. More specifically, the study argues that the KM process mediates the relationship between DC and the results outlined above. In addition, a predictive analysis is carried out that demonstrates the relevance of the KM process in the model.Design/methodology/approachThe study sample is made up of 118 Spanish organizations that have some kind of recognition of excellence awarded by the European Foundation for Quality Management (EFQM). Partial least squares methodology is used to validate the research model, the hypothesis testing and the predictive analysis.FindingsThe results show that organizations which leverage the DC through the KMP improve customer and people outcomes. Moreover, the predictive power is higher when the KMPmediates the relationship between the DC and the results.Originality/valueThere is no consensus in the literature on the relationship between DC, KM and performance. Moreover, there are also not enough papers that study KM or DC through the dimensions that define these constructs or variables. Given this need, this work considers the KMP according to the stages of knowledge creation, storage, transfer and application. Similarly, DC is dimensioned in sensing, learning, integrating and coordinating capabilities. These, as reconfigurators of knowledge assets, influence the KMP. Accordingly, the empirical model connects these knowledge domains and analyses their link to outcomes.

PP149 Reengineering Of Processes For The Elaboration Of Health Technology Assessment Reports In Catalonia

IntroductionIn order to increase the value of its services and activities, the Agency for Health Quality and Assessment of Catalonia (AQuAS) has incorporated in its strategic plan the commitment to improve the processes, quality and people, while ensuring transparency, independence, rigor and efficiency following the guidelines of the European Foundation for Quality Management. We aim to present the standardization processes to improve the efficiency in elaborating health technology assessment (HTA) reports at AQuAS.MethodsProcess standardization has been developed in seven stages: (i) definition of scope, objectives and creation of working groups; (ii) mapping and analysis of all ongoing processes to determine whether they needed improvement or were already optimal; (iii) creation of new processes by evaluating the inclusion of automatic tools and their possible digitization; (iv) creation of the process map; (v) communication to the team for its implementation after training; (vi) dissemination on corporate website; (vii) monitoring and evaluation of their impact.ResultsThe creation of AQuAS’ HTA report development process map has involved 14 people over the past two years. After an initial two-day workshop, the team was organized in working groups of two to three people, with regular monitoring and the creation of a specific knowledge management unit led by the AQuAS’ evaluation manager. The process map was configured based on three axes. The strategic axis contains legal frameworks, ethical principles, good practices and methodological frameworks (29 specific for HTA reports). The key axis presents in an integrated way the process and methodology followed from the request of the HTA report to the final product’s dissemination. The support axis includes, among other, the management of 31 requests, information specialist processes (37 searches), training (51 courses) and 6 internal procedures with their corresponding 26 templates and 27 tools.ConclusionsWith a process reengineering approach, HTA reporting has become more efficient. We believe this approach can help other agencies improve their internal processes and subsequently improve team and customer satisfaction.

Conditions for Effective Implementation of Quality Management Systems in Public Administration

After the introduction of quality management systems (QMS), such as ISO (International Organization for Standardization) and EFQM (European Foundation for Quality Management) in the private sector, they were also starting to be used in the public sector. However, the simple one-to-one transfer of QMS from the private to the public sector has been accompanied by criticism, mostly due to the specific nature of public administrations which would be incompatible with QMS concepts coming from the private sector. In addition, it turned out that circumstances of quality management systems implementation (QMS) are determinant for the success of QMS in public administrations. However, literature on relevant conditions for successful implementation is dispersed in qualitative case studies, country studies or one specific type of QMS. Therefore, this article gathers and synthesises relevant variables through a thematic literature review, which was carried out in internal databases of 21 leading public administration journals and three leading quality management journals, as well as in Google Scholar. Five variable categories, which are transversal to all analysed QMS could be detected in an inductive way: commitment and resources, structure and culture, attitude and skills, time, and measurement and communication. Given the high level of requirements related to the implementation of QMS and the limited pressure to adhere to quality management labels in the public sector, it is suggested that public administration managers also examine alternative non-systemic quality management tools to improve their organizations’ performance. Public administrations could use simplified QMS or even only a series of quality management tools in order to improve their performance. Research has shown that single quality management tools can have a positive impact on the performance of public administrations. Thus, there seems to be some potential for non-systemic quality management.

An optimal organizational excellence model for the public sector

PurposeCurrent models of organizational excellence are appropriate for the private organizations. It is evident that if an appropriate model is not adopted, the process of excellence in the organizations fails and some dimensions of the organization get affected by unpredictable damages. This research aims to identify an appropriate excellence model for public organizations.Design/methodology/approachFirst, a comprehensive literature review was conducted to identify the excellence criteria and models. Second, the models were through an expert-oriented questionnaire, analyzed by the analytical hierarchy process (AHP) technique. Participants were experts in the two domains of excellence models and public sector management. A sample of 15 experts was selected using purposive sampling. In order to emphasize on reliability, 10 questionnaires were adopted for analysis.FindingsThe findings showed that the European Foundation for Quality Management (EFQM) model is the most appropriate model for excellence measurement in the public organizations based on the five selected indices.Originality/valueThe identification of a model for measuring organizational excellence for public sector can significantly contribute to existing literature on excellence measurement.

International Quality Award Models: Innovation Enablers or Inhibitors?

Historical development of models and criteria supporting major international quality awards is driven more by continuous or incremental improvement than by breakthrough improvement. This has been the case in particular relative the most enduring such awards - the European Foundation for Quality Management (EFQM) Business Excellence Award, America’s Baldrige National Quality Award for Performance Excellence (MBNQA), and the Shingo Prize for Operational Excellence. In possible contrast are initiatives such as the United Nations Sustainable Development Goals (UN SDGs) and the imputed urgency for improvement, innovation and change associated with these, due in large to the sheer scope and magnitude of change needed – especially with respect to societal or environmental challenges. While sufficiently rapid iteration across a large enough number of cycles has the potential of rivaling the magnitude of innovation attained through a focus on breakthrough improvement, such an approach is unlikely to precisely match the destination of innovation attained through breakthrough improvement approaches. One significant reason is that incremental improvements often target minor course corrections with well-defined trajectories, whereas breakthrough efforts target larger strides with more mystery between the point of origination and the targeted destination. Differences in these approaches impact products and services reaching the market in many ways, hence impacting their marketplace performance. Among differences of note are ones in the natures of the product or service brought to market, the timing of their market arrival, the levels of creativity and innovation required, design innovations introduced, consumer receptivity and perception of iteration vs. innovation, perceived impact, consumer perception of the company, and – not to be ignored – risk and reward elements. Questions explored herein are whether the models and criteria used by international quality award frameworks enable innovation and entre-intrapreneurship, inhibit these, or are innovation and entre-intrapreneurial neutral. Similarly, the impact of the UN SDGs in relation to innovation are discussed.

Prototype Design of Business Performance Assessment of Tenants Independent Entrepreneurship Program Using the EFQM Model

Additionally, the Independent Entrepreneur Program (WMK) at Shipbuilding Institute of Polytechnic Surabaya (PPNS) organizers have not yet had a well-integrated information system to effectively and efficiently gather information for business performance assessments of the tenants. This research aims to develop a prototype of the Information System for Business Performance Assessment of WMK PBLT PPNS tenants using the European Foundation for Quality Management (EFQM) model. The result of this research is a prototype of the Information System for Business Performance Assessment of WMK PBLT PPNS tenants. Based on the EFQM assessment, the average total business performance assessment score obtained is 897, with the highest category being “Orientation on Integrated Quality Management” with a ratification score >800-1000. That indicates that the businesses run by the tenants have achieved optimal performance results. With this prototype, it is hoped to assist in the process of assessing tenant business performance more effectively and efficiently.

Determinants of working capital management for noncertified and certified firms from the EFQM Excellence Model

The study’s main aim is to examine the important determinants that affect working capital (WRC) for non-quality-certified and quality-certified firms from the European Foundation for Quality Management (EFQM) Excellence Model and to explore the impacts of quality certificates on WRC. The study is conducted using the secondary data of 328 firms, including 21 quality-certified firms. The secondary data were retrieved from the Albertina database from 2017 to 2021. The two-step system generalized method of moments (GMM) estimation was employed to test the hypotheses. The empirical findings indicate that firm size and operating cash flow have a positive impact on WRC. On the other hand, financial leverage and profitability have a negative relationship with WRC. The quality certificates from the European Foundation have a positive impact on both types of WRC. The findings of this study will be beneficial to the firms’ directors, managers, academics, and leaders to sustain the optimum level and forecast future WRC requirements.

New Conceptual Model for Excellence in Business Towards Sustainable Development

Purpose: The purpose of this paper is to understand whether or not the European Foundation for Quality Management (EFQM) Model and the Shingo Model promote and are embedded into the three pillars of sustainability, as well as to propose a conceptual model for excellence in business towards sustainability. Methodology/Approach: Following the PRISMA methodology, 102 articles were included in the review. A bibliometric co-citation network was created based on those publications to understand the link between the topics, using the VOSViewer software. This paper presents a literature review on the topics of the EFQM and Shingo Model, Corporate sustainability (CS), and the relationship between the excellence models and CS. Findings: Findings from the literature review indicate that effectively the new version of the EFQM Model and the Shingo Model guide organisations towards achieving sustainable economic, social, and environmental results. Research Limitation/Implication: There are still a restricted number of articles on the Shingo Model and on the relationship between the Shingo Model and CS, as well as, on the latest version of the EFQM Model and therefore on the relationship between this model version and CS, which presents a limitation to this paper. Originality/Value of paper: This paper contributes to filling the literature gap regarding the lack of studies evolving the EFQM 2020 model version and the Shingo Model, as well as its relationship with CS.

Developing organisational excellence: Applying benchmarking for guiding and measuring police agency performance – Abu Dhabi Police case study

The process of developing organisational excellence requires identifying benchmarks and a model or framework to guide the operationalisation of an organisation's aspirations. Developing evidence through application of strategies to meet benchmark criteria requires commitment at all levels of an organisation to demonstrate a sustained quality level of achievement through continuous improvement to standards of excellence. This article presents the process and outcomes for a police organisation (Abu Dhabi Police [ADP]) utilising the European Foundation for Quality Management (EfQM) criteria to guide development and measurement of organisational excellence. In 2021 ADP were awarded a 6 Star Global Award from the EfQM. This case study explores the extent to which EfQM is an effective framework for organisational excellence in policing.

Applying the Model of the European Foundation for Quality Management to evaluate quality of care alongside the merger of mental health care institutes in Amsterdam: a five year pre–post study

Abstract Background Health care reforms over the past decades in the Netherlands enforced institutions to enhance quality and to contain costs. To cope with the policy context, a majority of mental health care institutes applied a merger strategy and hence large mental health care organizations were created. This study assesses the impact of a merger and the related quality management approach on the quality of care of three large Dutch mental health care institutes in Amsterdam. The nine criteria of the Model of the European Foundation for Quality Management (EFQM Model) with 32 criteria parts for total quality management were used. Method A case study with a pre–post design was applied, with the EFQM baseline (pre) and follow-up (post) assessments using the standardized EFQM protocol with a 0%–100% scoring system. The baseline status of 2007–2008 was scored and validated by seven independent certified assessors. During a period of 5 years, the merge was conducted, enhancing the quality management and effectuating the findings of the advice of the feedback report. An EFQM post-assessment of the status of 2012–2013 was carried out by five independent certified assessors applying the strict EFQM assessment protocol. The statistics of pre–post differences were evaluated. The study can be seen as a before–after assessment of a naturalistic experiment. Results The comparison of the nine EFQM criteria before and after the merger on the bases of the scores of the assessors shows an overall improvement from 358 to 425 points on the EFQM scale 0–1000. There is one slight deterioration concerning criterion 8: Society Results, five criteria show positive changes. The top three criteria with the highest improvement are 1: Leadership (15% improvement), 5: Processes, Products, and Services (12%), 6: Customer Results (15%). The overall statement of the audit team of 2013 is ‘The merged organisation strives for effectiveness, which leads to better results in most of the areas.’ Learning from the results is one recommendation of the assessors for the future. Conclusion The conduced merge of three Dutch mental health care institutions in Amsterdam showed an improvement of quality based on the criteria of the EFQM Model over a period of 5 years. This naturalistic experiment can stimulate further studies about mergers. The systematic and transparent approach and documentation can facilitate mutual learning.

The Antecedent of Clinician Engagement in Business Excellence

Problem statement: Clinician engagement has been a very important area of work in this era of healthcare. The healthcare organization realizes the importance of the clinician in successful reform & continuous quality improvement in the area of patient care, employee welfare & hence contributing to the business[1]. The feedback from healthcare leadership mentioned clinician engagement to be a challenge in the area of a robust business model[2],[5]. Objective: The objective of the study is to find the antecedent for clinician engagement & also fit in the business excellence model mentioned by the European Foundation for quality management (EFQM). Methodology: Articles in this area of work were reviewed & developed the framework for the studies. The step used to conduct the review were referred from Walker and Avant’s model of review. A huge qualitative data were coded to quantitative to measure & study the outcome from review & survey processed through ADANCO software. Findings: This study has defined clinician engagement in the healthcare organization. The study also concluded that engagement activities are performed highest in the pillar of Process (39 percent) followed by People (32 percent) and partnership & resources (16percent). Whereas the pillar of strategy & leadership has less engagement seven percent & six percent respectively. The survey was designed, and reliability & validity were checked with help of ADANCO software. The outcome of the survey mentioned the importance of the leadership role in engaging the clinicians, 70 percent of responders felt the need for the leadership’s role to be critical for engaging the clinicians. Feedback from the middle management highlighted the governance structure as a significant contributor to engaging clinicians. Conclusion: Leadership awareness & appropriate governance structure are the key antecedents for clinician engagement across all the pillars of EFQM. Keywords: Clinician, Engagement, EFQM, Physician, Healthcare, Systematic Review

Improving the system of university educational activity quality management

The paper summarizes the results of research conducted by domestic and foreign scientists on the existing models of education quality system, the practices of the quality management functioning and approaches to evaluating the indicators of an educational scientific organization activity. The principles of the model of the European Foundation for Quality Management (EFQM) and the model of the balanced scorecard (BSC) are distinguished and analyzed based on the analysis of the practice of the quality management system and its indicators in the course of certifcation and accreditation procedures. The basic criteria and principles of improving the system of university education quality management as an important tool of the university's competitiveness have been determined. The specifc features of the organizational structure of higher education institutions, their functions as a system of socio-economic activity are highlighted; the principles of running the quality management system in higher education institutions are defned. The role and basic elements of the educational activity quality system in the strategic management of higher education institutions are defned. The study proposes a model of sustainable evaluation of the effectiveness of education quality management efciency involving two evaluation components, namely management and evaluation perspectives. Opportunities objects (goals, strategies, partnership, resources, organizational culture, interested parties involvement) and the results indicators (students, customers, employees and other stakeholders satisfaction) were formed. The algorithm for improving the system of ensuring the quality of university educational activities is determined and the need to adapt its practical application to the specifcs of the institution, in particular the management system, education quality and strategic management, is substantiated. It was concluded that the improvement process should be based on the standards and recommendations on higher education quality assurance in the European area, the current national system of education quality assurance and regulatory documents regarding the activities of the system of education quality assurance in a specifc institution. Considering the proposed sustainable system for the management system effectiveness evaluation, the author emphasized that the development of indicators of higher educational institutions activity is to be based on the analysis of the university strategic indicators map. The map is advisable to flexibly adapt the structure of the organization according to the following directions: development, processes, consumers, fnances. For this purpose, it is expedient to choose interconnected strategic prospects for higher education institutions development of and to develop a corresponding system of indicators. It is proved that consistent operation of the university quality management system requires ensuring a connection between the evaluated indicators of all types of higher educational institutions activities and the process of forming university strategic management tasks in the course of working out a development strategy and in achieving the objectives set. Key words: higher education institution, competitiveness, quality culture, educational activity, indicators of the organization's activity, quality assurance system, stakeholders, education quality management.

To What Extent Business Excellence Dimensions Affect the Resilience and Performance of Qatari Enterprise: A Conceptual Report

An organization's performance can be led by implementing a management approach called "business excellence." However, the European Foundation for Quality Management (EFQM) and the Malcolm Baldrige National Quality Award (MBNQA) are the two most well-known excellence models. Prior to the Covid-19 outbreak, there was no significant crisis within a decade that put those business excellence principles to the test. This paper looks for a conceptual framework that connects business excellence dimensions and performance with business resilience as a mediator. In this study, three concepts—business excellence, business resilience, and business performance—are conceptually linked. This paradigm should be empirically evaluated in the Qatari companies and looked at from various cultures and markets in order to do more research.

The EFQM excellence model, the knowledge management process and the corresponding results: an explanatory and predictive study

This study aims to analyse the relationships among the EFQM model, the knowledge management (KM) process and the corresponding results. It also seeks to analyse the predictive power of the phases of the KM process with regard to organisational results. The sample under study is composed of 113 Spanish organisations that feature some kind of Excellence Recognition System granted by the European Foundation for Quality Management (EFQM). This paper uses partial least squares (PLS) path modelling to test and validate the research model and the proposed hypotheses. In addition, thorough analyses are conducted to assess the model’s predictive performance. The results show that organisations that use the management framework proposed by the EFQM model implement the phases of the KM process efficiently. Moreover, the synergies resulting from the simultaneous implementation of the EFQM model and the KM process contribute to improving the corresponding results. Also, the predictive power of the phases of the KM process is confirmed in terms of their ability to anticipate the results that the organisation will be able to achieve with respect to customers, people, society and key business factors. Finally, this study provides empirical evidence of the direct and indirect relationships among the EFQM model, the KM process and the corresponding results. In addition, the paper identifies out-of-sample prediction as an integral element of the evaluation of the model using PLS-SEM and as a way to evaluate its practical relevance, since it allows us to predict results.