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

Total quality management (TQM) and corporate social responsibility (CSR) arerelevant management philosophies and frameworks that organisations use to helpgenerate a sustainable competitive advantage. This contribution aims to study theinfluence of TQM social factors (leadership and human resource) a...

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Autores: Calvo de Mora Schmidt, Arturo, Domínguez de la Concha-Castañeda, Marta, Criado García-Legaz, Fernando
Tipo de recurso: artículo
Estado:Versión aceptada para publicación
Fecha de publicación:2018
País:España
Institución:Universidad de Sevilla (US)
Repositorio:idUS. Depósito de Investigación de la Universidad de Sevilla
OAI Identifier:oai:idus.us.es:11441/154803
Acceso en línea:https://hdl.handle.net/11441/154803
https://doi.org/10.1080/14783363.2016.1253465
Access Level:acceso abierto
Palabra clave:Quality management
TQM
EFQM model
Social impact
Social responsibility
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spelling Assessment and improvement of organisational social impact through the EFQM Excellence ModelCalvo de Mora Schmidt, ArturoDomínguez de la Concha-Castañeda, MartaCriado García-Legaz, FernandoQuality managementTQMEFQM modelSocial impactSocial responsibilityTotal quality management (TQM) and corporate social responsibility (CSR) arerelevant management philosophies and frameworks that organisations use to helpgenerate a sustainable competitive advantage. This contribution aims to study theinfluence of TQM social factors (leadership and human resource) and TQMtechnical and strategic factors (Strategy-Resources management and processmanagement) with social results. The hypotheses proposed in our research model aretested on a sample of 116 Spanish companies, with experience in TQM throughassessments 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 thatthe EFQM Excellence Model is a reliable and valid framework with which tomeasure and improve the organisational social impact. The synergies and theindirect effects between the TQM critical factors, in the EFQM Excellence Modelframework, constitute a management system. Moreover, the TQM social factors andStrategy-Resources management factors determine the efficiency with which anorganisation manages its key processes, which have a significant impact on thesocial results that organisations are capable of achieving.Junta de Andalucia P10-SEJ-6081Taylor & FrancisAdministración de Empresas y MarketingJunta de Andalucía2018info:eu-repo/semantics/articleinfo:eu-repo/semantics/acceptedVersionapplication/pdfapplication/pdfhttps://hdl.handle.net/11441/154803https://doi.org/10.1080/14783363.2016.1253465reponame:idUS. Depósito de Investigación de la Universidad de Sevillainstname:Universidad de Sevilla (US)InglésTotal Quality Management & Business Excellence, 29 (11-12), 1259-1278.P10-SEJ-6081https://doi.org/10.1080/14783363.2016.1253465info:eu-repo/semantics/openAccessoai:idus.us.es:11441/1548032026-06-17T12:51:07Z
dc.title.none.fl_str_mv Assessment and improvement of organisational social impact through the EFQM Excellence Model
title Assessment and improvement of organisational social impact through the EFQM Excellence Model
spellingShingle Assessment and improvement of organisational social impact through the EFQM Excellence Model
Calvo de Mora Schmidt, Arturo
Quality management
TQM
EFQM model
Social impact
Social responsibility
title_short Assessment and improvement of organisational social impact through the EFQM Excellence Model
title_full Assessment and improvement of organisational social impact through the EFQM Excellence Model
title_fullStr Assessment and improvement of organisational social impact through the EFQM Excellence Model
title_full_unstemmed Assessment and improvement of organisational social impact through the EFQM Excellence Model
title_sort Assessment and improvement of organisational social impact through the EFQM Excellence Model
dc.creator.none.fl_str_mv Calvo de Mora Schmidt, Arturo
Domínguez de la Concha-Castañeda, Marta
Criado García-Legaz, Fernando
author Calvo de Mora Schmidt, Arturo
author_facet Calvo de Mora Schmidt, Arturo
Domínguez de la Concha-Castañeda, Marta
Criado García-Legaz, Fernando
author_role author
author2 Domínguez de la Concha-Castañeda, Marta
Criado García-Legaz, Fernando
author2_role author
author
dc.contributor.none.fl_str_mv Administración de Empresas y Marketing
Junta de Andalucía
dc.subject.none.fl_str_mv Quality management
TQM
EFQM model
Social impact
Social responsibility
topic Quality management
TQM
EFQM model
Social impact
Social responsibility
description Total quality management (TQM) and corporate social responsibility (CSR) arerelevant management philosophies and frameworks that organisations use to helpgenerate a sustainable competitive advantage. This contribution aims to study theinfluence of TQM social factors (leadership and human resource) and TQMtechnical and strategic factors (Strategy-Resources management and processmanagement) with social results. The hypotheses proposed in our research model aretested on a sample of 116 Spanish companies, with experience in TQM throughassessments 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 thatthe EFQM Excellence Model is a reliable and valid framework with which tomeasure and improve the organisational social impact. The synergies and theindirect effects between the TQM critical factors, in the EFQM Excellence Modelframework, constitute a management system. Moreover, the TQM social factors andStrategy-Resources management factors determine the efficiency with which anorganisation manages its key processes, which have a significant impact on thesocial results that organisations are capable of achieving.
publishDate 2018
dc.date.none.fl_str_mv 2018
dc.type.none.fl_str_mv info:eu-repo/semantics/article
info:eu-repo/semantics/acceptedVersion
format article
status_str acceptedVersion
dc.identifier.none.fl_str_mv https://hdl.handle.net/11441/154803
https://doi.org/10.1080/14783363.2016.1253465
url https://hdl.handle.net/11441/154803
https://doi.org/10.1080/14783363.2016.1253465
dc.language.none.fl_str_mv Inglés
language_invalid_str_mv Inglés
dc.relation.none.fl_str_mv Total Quality Management & Business Excellence, 29 (11-12), 1259-1278.
P10-SEJ-6081
https://doi.org/10.1080/14783363.2016.1253465
dc.rights.none.fl_str_mv info:eu-repo/semantics/openAccess
eu_rights_str_mv openAccess
dc.format.none.fl_str_mv application/pdf
application/pdf
dc.publisher.none.fl_str_mv Taylor & Francis
publisher.none.fl_str_mv Taylor & Francis
dc.source.none.fl_str_mv reponame:idUS. Depósito de Investigación de la Universidad de Sevilla
instname:Universidad de Sevilla (US)
instname_str Universidad de Sevilla (US)
reponame_str idUS. Depósito de Investigación de la Universidad de Sevilla
collection idUS. Depósito de Investigación de la Universidad de Sevilla
repository.name.fl_str_mv
repository.mail.fl_str_mv
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