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

Arturo Calvo‐Mora · Marta Domínguez-CC · Fernando Criado García-Legaz

49 citations0/0 files storedTotal Quality Management & Business Excellence

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Management Systems and Quality Improvement Quality and Supply Management Quality and Management Systems

Abstract

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.

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References

1983The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields 2014A primer on partial least squares structural equation modeling (PLS-SEM)1991The pyramid of corporate social responsibility: Toward the moral management of organizational stakeholders 2009How to Write Up and Report PLS Analyses 2008“Implicit” and “Explicit” CSR: A Conceptual Framework for a Comparative Understanding of Corporate Social Responsibility 2009An empirical comparison of the efficacy of covariance-based and variance-based SEM 2003The relationship between total quality management practices and their effects on firm performance 1999The relationship between total quality management practices and operational performance

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