The Relationship Between EFQM Recognition System and Management Maturity

• Autorzy: Luis Pimentel , Piotr Rogala
• Języki publikacji: EN

Abstrakty

EN

The EFQM recognition system is an acknowledged method of assessing business excellence understood as the degree of implementation of quality management in an organization. The paper aims to examine whether a high rating under the EFQM recognition system simultaneously means a high general management maturity level. The investigation covers the 35 organizations that won EFQM awards in Portugal. The study is based on points awarded to organizations under the EFQM recognition system and on questionnaires/interviews with managers responsible for quality management in the studied organizations. The results indicate a positive and robust correlation between the quality management implementation (rating under the EFQM recognition system) and general management maturity. The study helps to close the gap in the literature regarding the relationship between quality management and management maturity in an organization. (original abstract)

Słowa kluczowe

PL

Zarządzanie jakością; Zarządzanie; Metody zarządzania jakością

EN

Quality management; Management; Quality management methods

• Czasopismo: Management and Production Engineering Review
• Rocznik: 2022
• Tom: 13
• Numer: nr 2
• Strony: 81-91

Twórcy

autor

Luis Pimentel

• iversidade Europeia (Lisbon), Portugal

autor

Piotr Rogala

• Wroclaw University of Economics, Wroclaw, Poland

Bibliografia

• APQ (Associaçao Portuguesa da Qualidade - Portuguese Association for Quality) (2017, May 19), from www.apq.pt
• Araújo M. and Sampaio P. (2014), The path to excellence of the Portuguese organizations recognized by the EFQM model, Total Quality Management & Business Excellence, Vol. 25, No. 5-6, pp. 427-438.
• Boulter L., Bendell T., and Dahlgaard J. (2013), Total quality beyond North America - A comparative analysis of the performance of European Excellence Award winners, International Journal of Operations & Production Management, Vol. 33, No. 2, pp. 197-215.
• Bowen R.M., Rajgopal S., and Venkatachalam M. (2008), Accounting discretion, corporate governance, and firm performance, Contemporary Accounting Research, Vol. 25, No. 2, pp. 351-405.
• Calingo L.M.R. (1996), The evolution of strategic quality management, International Journal of Quality & Reliability Management, Vol. 13, No. 9, pp. 19-37.
• Cameron K. and Sine W. (1999), A framework for organizational quality culture, Quality Management Journal, Vol. 6, No. 4, pp. 7-25.
• Claver E., Tarí J., and Molina J.F. (2002), Areas of improvement in certified firms advancing towards TQM, The International Journal of Quality and Reliability Management, Vol. 19, No. 8-9, pp. 1014-1036.
• Cubo C., Oliveira R., Estrada R., Fernandes A.C., Carvalho M.S., Afonso P., Roque J., and Sampaio P. (2018), A maturity model to assess Supply Chain Quality Management integration, in Berbegal- Mirabent J., Marimon F., Casadesús M., Sampaio P. (Eds.), Proceedings of the 3rd ICQEM Conference, pp. 115-125. International Conference on Quality Engineering and Management, Barcelona.
• Dahlgaard J.J. and Dahlgaard-Park S.M. (2006), Lean production, six sigma quality, TQM and company culture, The TQM Magazine, Vol. 18, No. 3, pp. 263281.
• Dahlgaard J.J., Chen C-K., Jang J-Y., Banegas L.A., and Dahlgaard-Park S.M. (2013), Business excellence models: limitations, reflections and further development, Total Quality Management & Business Excellence, Vol. 24, No. 5-6, pp. 519-538.
• Dahlgaard-Park S.M. (1999), The evolution patterns of quality management: Some reflections on the quality movement, Total Quality Management, Vol. 10, No. 4-5, pp. 473-480.
• Dahlgaard-Park S.M. (2008), Reviewing the European Excellence model from a management control view, The TQM Journal, Vol. 20, No. 2, pp. 98-119.
• Dahlgaard-Park S.M. (2011), The quality movement: Where are you going? Total Quality Management & Business Excellence, Vol. 22, No. 5, pp. 493-516.
• Dahlgaard-Park S.-M., Reyes L., and Chen C-K. (2018), The evolution and convergence of total quality management and management theories, Total Quality Management & Business Excellence, Vol. 29, No. 10, pp. 1108-1128. DOI: 10.1080/14783363.2018.1486556
• de Bruin T., Rosemann M., Freeze R., and Kaulkarni U. (2005), Understanding the main , phases of developing a maturity assessment model, in Bunker D., Campbell B., & Underwood J. (Eds.), Australasian Conference on Information Systems (ACIS), Vol. Australasian Chapter of the Association for Information Systems, CD Rom, pp. 8-19.
• Denzin K. and Lincoln Y.S. (2000), Introduction: The discipline and practice of qualitative research. In Denzin, K. & Lincoln, Y.S. (Eds.), Handbook of Qualitative Research (2nd ed.) (pp. 1-28). Thousand Oaks, California: Sage Publications.
• Din M.A., Asif M., Awan M.U., and Thomas G. (2021), What makes excellence models excellent: a comparison of the American, European and Japanese models, The TQM Journal, Vol. 33, No. 6, pp. 1143-1162. DOI: 10.1108/TQM-06-2020-0124
• Domingues P., Sampaio P. & Arezes P.M. (2016), Integrated management systems assessment: a maturity model proposal, Journal of Cleaner Production, Vol. 124, No. 164, p. 174. DOI: 10.1016/j.jclepro. 2016.02.103
• Duh R.-R., Hsu A.W.-H., and Huang P.-W. (2012), Determinants and performance effect of TQM practices: An integrated model approach, Total Quality Management & Business Excellence, Vol. 23, No. 5-6, pp. 689-701.
• EFQM (European Foundation for Quality Management) (2017, March 24), EFQM model. Retrieved from https://efqm.org/efqm-model/
• EFQM (European Foundation for Quality Management) (2022, January 24), EFQM model. Retrieved from https://efqm.org/efqm-model/
• EIPA (European Institute of Public Administration) (2017, March 18), EIPA - Topics/CAF - Common assessment framework. Retrieved from https://www. eipa.eu/CAF
• Erikson H. and Hansson J. (2003), The impact of TQM on financial performance, Measuring Business Excellence, Vol. 7, No. 1, pp. 36-50.
• Flynn B.B., Schroeder R.G., and Sakakabira S. (1994), A framework for quality management research and an associated measurement instrument, Journal of Operations Management, Vol. 11, No. 4, pp. 339-366.
• Gómez-López R., Serrano-Bedia A.M., and López-Fernández M. C. (2016), Motivations for implementing TQM through the EFQM model in Spain: an empirical investigation, Total Quality Management and Business Excellence, Vol. 27, No. 11-12, pp. 12241245.
• Gómez-López R., Serrano-Bedia A.M., and López-Fernández M.C. (2019), An exploratory study of the results of the implementation of EFQM in private Spanish firms, International Journal of Quality & Reliability Management, Vol. 36, No. 3, pp. 331-346. DOI: 10.1108/IJQRM-01-2018-0023
• Green T.J. (2012), TQM & organizational culture: How do they link? Total Quality Management & Business Excellence, Vol. 23, No. 2, pp. 141-157.
• Hafeez K., Malak N., and Abdelmeguid H. (2006), A framework for TQM to achieve business excellence, Total Quality Management & Business Excellence, Vol. 17, No. 9, pp. 1213-1229.
• Hair (Jr) J.F., Black W.C., Babin B.J., and Anderson R.E. (2010), Multivariate Data Analysis - A global perspective (7th ed.). Upper Saddle River NJ: Pearson.
• Hopper T., Northcott D., and Scapens R. (Eds.) (2007), Issues in management accounting (3rd ed.). Edinburg Gate: Pearson Education.
• Janesick V.J. (2000), The choreography of qualitative research design: Minuets, improvisations, and crystallization, in Denzin, K., & Lincoln, Y.S. (Eds.), Handbook of Qualitative Research (2nd ed.) (pp. 379-399). Thousand Oaks, California: Sage Publications.
• Johnson H.T. and Kaplan R.S. (1991), Relevance lost: The rise and fall of management accounting (2nd ed.). Harvard Business School Press, Boston, MA.
• Kanji G.K. (1998), Measurement of business excellence, Total Quality Management, Vol. 9, No. 7, pp. 633643.
• Kaynak H. (2003), The relationship between total quality management practices and their effects on firm performance, Journal of Operations Management, Vol. 21, pp. 405-435.
• Kujala J. and Lillrank P. (2004), Total quality management as a cultural phenomenon, Quality Management Journal, Vol. 11, No. 4, pp. 43-55.
• McAdam R. and Saulters R. (2000), Quality measurement frameworks in the public sector, Total Quality Management, Vol. 11, No. 4, 5 & 6, pp. S652-S656.
• Mohammad M., Mann R., Grigg N., and Wagner J.P. (2011), Business excellence model: An overarching framework for managing and aligning multiple organizational improvement initiatives, Total Quality Management & Business Excellence, Vol. 22, No. 11, pp. 1213-1236.
• Murthy M.A.N. Sangwan K.S., and Narahari N.S. (2021), Tracing evolution of EFQM and its relationship with Industry 4.0, Total Quality Management &Business Excellence. DOI: 10.1080/14783363.2021.199980
• Patton M.Q. (2002), Qualitative research and evaluation methods (3rd edition). Thousand Oaks, California: Sage Publications.
• Perianez-Cristobal R., Calvo-Mora A., Rey-Moreno M., and Suárez E. (2021), Organisational profiles: key factors and results from the EFQM model perspective, Total Quality Management & Business Excellence, Vol. 32, No. 15-16, pp. 1850-1873. DOI: 10.1080/ 14783363.2020.1787144
• Pesic M.A. and Dahlgaard J.J. (2013), Using the Balanced Scorecard and the European Foundation for Quality Management Excellence model as a combined roadmap for diagnosing and attaining excellence. Total Quality Management & Business Excellence, Vol. 24, No. 5-6, pp. 652-663. DOI: 10.1080/ 14783363.2013.791109
• Pimentel L. and Major M.J. (2014), Quality management and a balanced scorecard as supporting frameworks for a new management model and organizational change, Total Quality and Management and Business Excellence, Vol. 25, No. 7-8, pp. 763-775. DOI: 10.1080/14783363.2014.904568
• Pimentel L. and Major M. (2016), Key success factors for quality management implementation: evidence from the public sector, Total Quality and Management and Business Excellence, Vol. 27, No. 9-10, pp. 997-1012. DOI: 10.1080/14783363.2015.1055239
• Rad A.M.M. (2006), The impact of organizational culture on the successful implementation of total quality management, The TQM Magazine, Vol. 18, No. 6, pp. 606-625.
• Röglinger M., Pöppelbuß J., and Becker J. (2012), Maturity models in business process management, Business Process Management Journal, Vol. 18, No. 2, pp. 328-346. DOI: 10.1108/14637151211225225
• Sesar V.K., Buntak K., and Martinčevw I. (2019), Measuring the level of quality maturity in organizations, Advances in Business-Related Scientific Research Journal, Vol. 10, No. 1, pp. 22-28.
• Smith M. (2003), Research methods in accounting, London: Sage Publications.
• Wilson F. (2015), The Quality Maturity Model: your roadmap to a culture of quality, Library Management, Vol. 36, No. 3, pp. 258-267. DOI: 10.1108/LM- 09-2014-0102
• Wisniewska M. and Szczpanska K.A. (2014), Quality management frameworks implementation in Polish local governments, Total Quality Management & Business Excellence, Vol. 25, No. 3-4, pp. 352-366. DOI: 10.1080/14783363.2013.791107
• Wolniak R. (2019), The Level of Maturity of Quality Management Systems in Poland - Results of Empirical Research, Sustainability, Vol. 11, No. 15, pp. 1-17. DOI: 10.3390/su11154239
• Xiaofen T. (2013), Investigation on quality management maturity of Shanghai enterprises, The TQM Journal, Vol. 25, No. 4, pp. 417-430.
• Yin R.K. (2018), Case study research: Design and methods (6th edition). Thousand Oaks, CA: Sage Publications.

Identyfikatory

DOI

10.24425/mper.2022.142057