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ACHIEVING ORGANIZATIONAL EXCELLENCE – A COMPARATIVE ANALYSIS OF BEST PRACTICES FOR IMPROVEMENT: BALDRIGE AND EFQM MODELS
Abstract
The modern organizations are competing on globalized markets characterized by high speed, fast changes induced by digitalization and digital technologies, which create significant pressures on increasing organizations? productivity through innovation, performance improvements and better competitiveness. The paper tackled the challenges of improvements with particular regard to overall organizational efficiency that require a unified approach to coherently respond to changing customer requirements as well as customers’ evolving value expectations. The authors carried out a comparative analysis of two worldwide leading voices in the area of performance improvement at systemic levels i.e. Baldrige Excellence Framework – the U.S. view on performance excellence, and EFQM Framework (the European Foundation for Quality Management) – the Europe’s view to increase the competitiveness of the Europe economy. The methodological flow consisted of investigating the current trends in performance management which support the emergence of a more synthetic, comprehensive approach to organizational performance that combines the best of process management, process change and redesign, and process improvements aspects. Secondly, the authors analyzed the Baldrige Excellence Framework and the EFQM Framework, underling main similarities and differences between the models. By considering main analysis criteria as core values, foundation concepts, model components, media coverage and awards, and the embedded assessment tools, the authors drew up meaningful relationships between Baldrige Excellence and EFQM Excellence models which may be used by practitioners and other interested parties in deciding the model to be used for organizational performance improvement.
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