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Purpose: This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach: This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings: Commitment to business excellence (BE) offers the means for firms to sustain a competitive and profitable position. Assessment is a critical aspect of BE and the internal and/or external approach taken should ideally be reflective of the company's stage of BE maturity. Originality/value: The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format. [ABSTRACT FROM AUTHOR]

Copyright of Journal of Universal Excellence (JUE) / Revija za Univerzalno Odličnost (RUO) is the property of Fakulteta za Organizacijske Studije v Novem mestu and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Copyright of Journal of Universal Excellence (JUE) / Revija za Univerzalno Odličnost (RUO) is the property of Fakulteta za Organizacijske Studije v Novem mestu and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Purpose: Evaluating the operational outcomes of hospitals is critical concerns for hospital managers. The realization of these evaluations through the principles of Total Quality Management (TQM) is important so that decision-makers can base their decisions on rational grounds. To achieve TQM principles, hospitals need innovative processes that can adapt to changing patient expectations. Innovation activities that will lead to business excellence can be achieved with the strategic planning awareness of healthcare professionals. In this study, it is aimed to evaluate the effect of organizational innovation on business excellence and to reveal the role of strategic planning awareness in this relationship in hospitals. Design/methodology/approach: The data were collected using a quantitative questionnaire to 450 healthcare professionals working in private hospitals operating in Istanbul (Turkey). The data were analyzed using the AMOS (Analysis of Moment Structures) 23.0 and SPSS (Statistical Package for the Social Sciences) for Windows 25.0 program. In addition to the reliability analysis, confirmatory factor analysis was performed using the AMOS program to test the construct validity of the scales. The model established in line with the research hypotheses was tested with path analysis and mediator role analysis. Findings: The results confirm that organizational innovation has a statistically significant and positive effect on strategic planning awareness and business excellence. In addition, it has been determined that strategic planning awareness has a statistically significant and positive effect on business excellence. Moreover, the research model confirms that strategic planning awareness plays a mediating role in the relationship between organizational innovation and business excellence. Research limitations/implications: The limitation of the study is that it was conducted only in private hospitals. A comparative study that includes the public health sector can further strengthen the research framework. Practical implications: Hospitals that invest in innovative activities can get the reward of their efforts as business excellence. However, this is affected by the strategic planning awareness of healthcare professionals. Research results present the role of strategic planning awareness on the way to business excellence led by organizational innovation. Achieving business excellence in complex and constantly changing environmental conditions depends on an appropriate strategic plan for hospitals. In order to achieve these goals included in the strategic plans, the education of healthcare professionals that contributes to their strategic perspectives should be supported and their participation in decision-making processes should be ensured. Originality/value: The research contributes to the literature on the relationship between organizational innovation and business excellence in the health sector. In addition, revealing the role of strategic planning awareness of healthcare professionals in this relationship is the originality of the research. In addition, the research supports the literature that allows performance evaluation in hospitals to be carried out with a business excellence model based on TQM. [ABSTRACT FROM AUTHOR]

Purpose: The aim of this study is to investigate and clarify how the triple helix actors can effectively implement the concepts of Kaizen to navigate and overcome the complex obstacles brought on by the global COVID-19 pandemic. Design/methodology/approach: Through broad literature reviews, nine common parameters under triple helix actor have been recognized. A regression analysis has been done to study how the triple helix actors' common parameters impact Kaizen implementation in business operations. Findings: The results of this study revealed insightful patterns in the relationships between the common parameters of triple helix actor and the dependent variables. Notably, the results also showed that leadership commitment (LC) emerges as a very significant component, having a big impact on employee engagement as well as organizational performance. Research limitations/implications: In addition to offering valuable insights, this study has limitations including the potential for response bias in survey data and the focus on a specific set of common parameters, which may not encompass the entirety of factors influencing Kaizen implementation within the triple helix framework during the pandemic. Originality/value: The originality of this study lies in its comprehensive exploration of the interplay between triple helix actors and Kaizen principles in addressing COVID-19 challenges. By identifying and analyzing nine specific common parameters, the study provides a novel framework for understanding how triple helix actors collaboratively enhance organizational performance and employee engagement during challenging times. [ABSTRACT FROM AUTHOR]

Purpose: The aim of the article is to present theoretical concepts aimed at perceiving employees as stakeholders of the organization, presenting the way this issue is treated in the content of the EFQM Model and illustrating with examples of activities carried out by organizations using this management tool. Design/methodology/approach: The following research methods were used: a review of literature, both Polish and English, analysis of the content of the EFQM Model, examination of documentation submitted for evaluation by three organizations applying for the EFQM distinction based on the most demanding and comprehensive assessment scheme, and observation of processes related to employees in the three mentioned organizations. Findings: Stakeholder theory still applies in today's world, and in the context of organizational needs, treating employees as key stakeholders is of fundamental importance. The EFQM Model is a management tool that precisely describes how to structure relationships with employees in the perspective of criteria, guidelines and the RADAR diagnostic tool. Research limitations/implications: The limitation to generalizing the conclusions formulated in this article is the scope of the literature review and the fact that only three organizations were analyzed. Based on available sources, it was possible to present examples of actions, but it is not possible to draw conclusions about the effectiveness and efficiency of individual types of employee-oriented initiatives. Practical implications: The presented examples of approaches aimed at employees as stakeholders in outstanding organizations may serve as an inspiration to develop this type of activities in any organization. The EFQM model is a tool that promotes the treatment of employees as key stakeholders and additionally provides solutions for both the implementation and evaluation of such activities. Social implications: The well-being of employees in the organization translates into their positive functioning in society. In this context, the application of the presented solutions also has significance beyond the boundaries of the organization. Originality/value: A new element is the presentation of a set of organizational solutions focused on employees in outstanding organizations using the EFQM Model. The article is addressed to human resources managers and top managers who want to improve the level of relations with employees. [ABSTRACT FROM AUTHOR]

A primary management concern when CSR is used as a tool to build business excellence is whether it will result in a discernible influence on the competitiveness of firms. This concern is more pronounced in the hypercompetitive, customer-centric grocery industry. Despite the existing body of research, no study has combined CSR's effects on competitiveness and business excellence into a model. The current study proposes and validates a data-driven conceptual model that aims to assess whether the integration of CSR into supermarkets' (S/Ms') business excellence practices can enhance their competitiveness. Relationships among the validated constructs were examined using structural equation modeling. Findings indicated that the competitiveness of supermarkets can be enhanced by incorporating CSR into the process of pursuing business excellence, but CSR may be deprioritized in favor of more pressing performance-related issues. Large S/M firms could mentor and advocate for smaller stores and encourage CSR integration through government initiatives. [ABSTRACT FROM AUTHOR]

Learning-oriented organizations, which give precedence to acquiring, sharing, and applying knowledge, assume a pivotal role in assisting enterprises in managing it through this ever-changing landscape. This study investigates the link between learning organizations, business excellence, and organizational performance in India’s information technology (IT) sector. This study is a descriptive one and based on primary data collected from 384 employees working in IT companies in Bangalore. The findings revealed significant correlations between learning organization and business excellence (r = 0.922) and suggest that organizations with a strong learning culture tend to excel in business performance. Additionally, the study highlights variations in perceptions based on employees’ tenure, management level, annual revenue, and workforce size. The study revealed that learning organization significantly impacts the excellence of businesses (r2 = 0.851). The paper underscores the importance of fostering learning organizations in achieving business excellence and offers valuable insights for IT companies seeking to enhance their competitive edge. Further research in diverse contexts and industries is recommended to enhance the comprehension of the relationship between organizational learning and performance.

Copyright of Revista del Centro de Investigación. Universidad La Salle is the property of Universidad La Salle and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Copyright of Economic Horizons / Ekonomski Horizonti is the property of Economic Horizons and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

This research was undertaken to investigate how Business Excellence (BE) Custodians (BECs) within a country or region, promote BE. A review of the literature revealed a gap in the understanding of how BECs promote BE and that there is limited data on the popularity of BE worldwide. To address these issues a survey and structured interview was designed in collaboration with the Global Excellence Model (GEM) Council and 65 BECs were encouraged to participate in the research. In total, 29 BECs from 26 countries completed the survey whilst 13 also participated in optional structured interviews. BECs perceived that on average 11%–20% of CEOs and organisational heads were aware of BE and that awareness had slightly increased in the last three years, however, another key finding was that there is a lack of BE awareness data and lack in the rigour of data collection by the BECs. The promotional activity considered to be the most important to focus on and improve for the next few years and most impactful on awareness was 'marketing of BE to CEO's/senior managers/board of directors'. Best practices were identified such as collaborating with assessors to promote BE to their networks, making on-site presentations to explain BE frameworks, and carrying out BE impression surveys to estimate BE awareness levels. This research collected data directly from the BECs worldwide and investigated how they promote BE in their country/region. It provides recommendations on how BECs could improve their BE promotional activities to raise BE awareness levels. [ABSTRACT FROM AUTHOR]

This paper presents a comprehensive research framework for achieving business excellence through sustainable supply chain management (SSCM), based on an extensive review of the literature examining the impact of SSCM practices on sustainability performance and their associated metrics. The study investigates the influence of individual SSCM practices that address economic, environmental, or social aspects on various dimensions of sustainability performance. A two-stage meta-analysis was performed, encompassing 97 empirical studies on SSCM published between 2010 and 2020. In the first stage, the relationship between SSCM practices and sustainability performance at an aggregate level was tested, alongside an examination of potential moderating factors. The second stage assessed the relationships between SSCM practices and sustainability performance at the dimensional level, paying particular attention to the presence of moderating factors in these relationships. The findings reveal a positive impact of SSCM practices on overall sustainability performance and on each dimensional level, with one exception being the link between economic SSCM practices and environmental sustainability performance. Moreover, the results confirm the presence of moderating factors in all relationships between SSCM practices and sustainability performance. The paper concludes by discussing the theoretical and practical implications of these findings for the SSCM domain. [ABSTRACT FROM AUTHOR]

The development of educational technologies in the 21st century allowed saturation with technological resources that dynamizes and digitizes the learning process. This new trend was logically supported with appropriate hardware and software. In the conditions of the Covid-19 pandemic, it was digital communication channels and virtual learning environments that ensured the continuity of the national education system. In higher education, the decades-old academic distance learning centres have provided the learning process for fulltime and part-time students and proven their effectiveness. In parallel with the financial provision in school education for the construction of STEM classrooms, a professional standard for an environment, nurturing development was achieved . Both teachers and students in science, technology, engineering, and mathematics became the main beneficiaries. In contrast, in the system of higher education, delays and lagging are found, as often graduates coming from STEM classrooms end up in university classrooms which are decades behind in technological advancement. This paper therefore advocates the introduction of the tentatively named BEST standard, based on Business, Entrepreneurship, Science and Technology, in higher education as a logical build-up to the good STEM outcomes established in school settings. [ABSTRACT FROM AUTHOR]

In an era characterized by rapid technological advancements, the integration of digitalization within SMEs has redefined their operational paradigms. This study aims to illuminate the complex configurations that underlie the path towards business excellence through a comprehensive investigation encompassing diverse dimensions of digitalization and digital capabilities. Data acquisition transpires through a questionnaire administered to SMEs' owners, managers and CEOs. The study embarked on a configurational analysis through fsQCA. The findings unveil a spectrum of configurations, each shedding light on the configurations of core and peripheral conditions that frame SMEs' non-financial performance. Amidst different configurations, the prominence of innovation capabilities across solutions and the consistent presence of digital innovation emphasize their pivotal roles in influencing SMEs' non-financial performance. The study recommends making a comprehensive strategy encompassing digital transformation and innovation, collaboration, and technical capabilities to establish an ecosystem where SMEs harness the full potential of digital alchemy for enhanced performance. [ABSTRACT FROM AUTHOR]

This article proposes a production system framework that synthesises lean production, business excellence, and factory physics. The framework, which draws on a deep state-of-the-art understanding, consists of a performance measurement system supporting the achievement of a target condition based on variability and lead time reduction, as well as approaches of continuous improvement. Based on four types of excellence, a System Excellence value is calculated, indicating the distance from a target condition and thus displaying relevant improvement potential. As a key result, the framework proposed provides a contribution to knowledge, as it combines the aforementioned schools of thought, resulting in a holistic framework for action. The measurement system offers a high level of robustness, as it draws on diverse data sources and reflects on the dynamic behaviour over time. It has been successfully implemented in automotive manufacturing plants worldwide, which may suggest considerable practical relevance. Another key result of this research is that through applying the framework, important bottom-line indicators, such as lead time, failure costs, or productivity, could be improved. As the plants are typical automotive industry high-volume plants, it is proposed that the solutions presented offer a suitable standard for this industry and type of plant. [ABSTRACT FROM AUTHOR]

In recent years, the process of globalization and the pressure to achieve and maintain competitiveness on the domestic and international stage, has started the need to achieve success and excellence represented by the term Business Excellence. Emphasizing the responsibility of the company’s behavior towards society and the environment is comfirmed by the adoption of the concept of corporate social responsibility (CSR). The aim of the paper is to identify the starting points of the methodology serving for assessing the state of Business Excellence in relation to CSR. The aim is to be achieved on the basis of an analysis of existing approaches to assessing the state of Business Excellence in relation to the concept of CSR. The key finding is that the existing approaches have drawbacks. This generates the space to create a new methodology, the creation of which is necessary to avoid similar weaknesses. Equally important tasks are identifying internal and external factors affecting the condition of Business Excellence, including CSR areas for the needs of the assessment of Business Excellence. After completion of these tasks, the starting points of the methodology serving for assessing the state of Business Excellence in relation to CSR are to be presented in conclusion.

Flexibilities are involved in the process of decision-making. They offer much freedom of choice in terms of the selection of suitable actors who interact with the dynamic environment of the organization. This paper presents a systematic and holistic approach to ranking key actors responsible for the business excellence of an organization. The study highlights the area where the actors of the organization should focus on achieving desired business excellence. It portrays the outcome in the form that top management is the most influential actor since it is responsible for the formulation of the vision/mission of the organization along with the setting of plant quality targets, cost-saving targets, manpower planning, and policy formulation for energy-saving. Top management is followed by cross-function teams (CFTs) and the government of India (GOI) in terms of interaction with the various processes. The novelty of this case study is that it utilizes qualitative and interpretive tools for the analysis, which does not require much statistical knowledge to produce outcomes, and the results are easy to understand. The reported results are in consensus with the results reported by various studies that are conducted using quantitative tools like Analytic Hierarchy Process (AHP), Technique for Order of Preference by Similarity to Ideal Solution (TOPSIS), total interpretive structural modelling (TISM), etc. that require statistical excellence for the calculation, interpretation, and dissemination of results to the general public and shopfloor employees. [ABSTRACT FROM AUTHOR]

By highlighting the importance of tracking the maturity of various phenomena, this study aims at facilitating their response to the emerging changes and reducing the complexity of organizational management processes. To support business excellence and organization management in the SMART WORLD era, special attention was paid to previous findings. The pilot study research was carried out on a sample of 107 enterprises from Poland and Lithuania. The results of the data analysis collected during the quantitative research and their mapping identified: currently leading trends (mainstream - “new normal trends”), trends expected to undergo the development in short/medium/long term perspective and trends labelled as “no future” - fads or one step before their time. Research results were the basis for expressing preliminary conclusions about how to reduce uncertainty and complexity of the process of strategic decision making by contemporary managers.

Copyright of Zbornik Radova: Univerzitet 'Džemal Bijedić' u Mostaru, Ekonomski Fakultet is the property of Dzemal Bijedic University of Mostar, Faculty of Economics and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

The objective of this paper is to investigate the effect of using the EFQM model in Czech companies on business success. The study is based on primary data collected from top managers of selected 477 Czech private companies which are incorporated and located in the Czech Republic. Primary data were collected by the method of oral questioning. The companies under research were selected with the method of non-probability purposive sampling, or more precisely by assumption and occasional selection. The research was carried out in the Czech Republic between October 2018 and January 2019. The relationships are analyzed using relevant regression techniques. From the results generated by research methodology, the EFQM model has a very important weight and plays a key role in the strategic planning of the company. This fact is confirmed by the high direct effect, as well as by the high indirect effect between both variables. These results indicate that the using of the EFQM model constitutes a key piece in the strategic planning of the company to achieve of business success. [ABSTRACT FROM AUTHOR]

In recent decades, many researchers and practitioners have believed that reaching a high level of business excellence leads to the continuous realization of a set of business goals. In the literature, a vast number of models for business excellence evaluation that contain different criteria depending on the cultural, technological, organizational, and socio-economic factors can be found. The aims of the proposed fuzzy two-stage model are to address some of the main shortcomings of the EFQM2020 model and to adapt it to the needs of process manufacturing. The relative importance of quality criteria and their values are presented by pre-defined linguistic expressions modeled by the triangular fuzzy numbers. The determination of the weight vector of criteria is stated as a fuzzy group decision-making problem and determined by using the fuzzy best-worst method. The proposed fuzzy multi-objective optimization by ratio analysis is implemented for determining the rank of enterprises. The management initiatives that should lead to the improvement of business excellence should be based on the business practices of enterprises that are highly placed in the rank. Testing and verification of the proposed model are performed on real data originating from enterprises operating in the same economic sector. [ABSTRACT FROM AUTHOR]

Emerging technologies such as artificial intelligence, blockchain, additive manufacturing, advanced robotics, autonomous vehicles, and the Internet of Things are frequently mentioned as part of "Industry 4.0." As such, how will they influence operations and supply chain management? We answer this question by providing a brief review of the evolution of technologies and operations management (OM) over time. Because terms such as "Industry 4.0" do not have a precise definition, we focus on more fundamental issues raised by Industry 4.0 emerging technologies for research in OM. We propose a theory of disruptive debottlenecking and the SACE framework by classifying emerging technologies in terms of the functionalities they enable: sense, analyze, collaborate, and execute. Subsequently, we review the nascent but rapidly growing literature at the interface between digital technologies and OM. Our review suggests that one way to assess the value of Industry 4.0 technologies can be via their influence on adding revenues, differentiating, reducing costs, optimizing risks, innovating, and transforming business models and processes. Finally, we conclude by proposing an agenda for further research. [ABSTRACT FROM AUTHOR]

In undertaking business ventures, different cognition of international cultures of quality creation will be met, but in the global environment will be dominated only by the best, those who have recognized the role of Total Quality Management - TQM. On the theoretical basis of foreign research by eminent authors from various parts of the world, companies that achieve competitiveness on a global scale by applying TQM create valuable experience in studying this problem. The aim of the work is to present the impact of Total Quality Management on company performance and competitiveness by analyzing selected existing literature. The work is dedicated to the development and models of TQM, describing the Quality Management System, standardization and implementation effects. TQM's impact on leadership, human resources, organizational and business performance in creating and sustainable competitiveness has been made. At the end of the work, a table view of the selected literature from 2015 to 2020 was given.

The main objective of this paper was to determine business excellences and stakeholders influencing the late adoption of quality management systems in Zimbabwe hotel industry and suggest recommendation that encourages adoption of quality management systems. The study followed a multi case study approach, with 9 hotels from Harare chosen purposively to represent the hotel industry in Zimbabwe. In-depth interviews and focus group discussions were used to get data from hotel managers, key stakeholders and staff members. Directed content analysis was used to analyse data. The results revealed that hotels in Zimbabwe do not follow internationally recognised business excellence models. Five key external stakeholders – banks, Zimbabwe Tourism Authority, Tourism Business Council of Zimbabwe, Hospitality Association of Zimbabwe, tourists and Standard Association of Zimbabwe were identified to be influencing adoption of quality management systems in the hotel industry. The study recommended for the establishment of local business excellence models that are specific to hotels in Zimbabwe and for the government to avail accessible revolving bank loans for the hotels to invest towards quality management systems. The determination of the external stakeholders influencing late adoption of quality management systems in the hotel industry and use of business excellence models will help improve the adoption of QMSs under Zimbabwe's National Development Strategy 1 (NDS) to realise Vision 2030 "Towards a Prosperous and Empowered Upper Middle-Income Society".

Copyright of Recherches en Sciences de Gestion is the property of ISEOR and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

This research uses an inductive inference approach supported by a literature study and deductive reasoning supported by a case study method. This article is based on a comprehensive literature review which was a foundation for preparation a planned research in organizations implementing the EFQM 2020 Model in order to build a strategy for sustainable development and energy conservation. EFQM is an abbreviation for the name of the European Foundation for Quality Management, a member organization associating entities interested in building lasting value and respecting the ethical principles of running a business. EFQM is headquartered in Brussels, and the partners operate in dozens of countries around the world. The case study methodology is used to present a strategic approach to environmental protection and energy conservation in terms of the EFQM 2020 Model guidelines on the example of an international manufacturing company. The main area of activity is the automotive industry, which is positioned as an innovative leader. The assessment was performed in one of the departments specializing in safety elements—elements of the braking system in the car. This business unit has many plants with different locations around the world. The results of the research show that environmental protection and efficient energy consumption are an important element of the company's strategy. These activities permeate all areas of activity and are reflected in the implementation of management systems and tools aimed at environmental protection. A detailed analysis of the criteria and guidelines of the EFQM 2020 Model showed that each criterion includes guidelines for environmental protection and energy saving measures. Based on the analysis of the researched organization, we can conclude that the conduct in accordance with the guidelines of the EFQM 2020 Model translates into the achievement of measurable, positive results, also in the environmental area, which was the axis of consideration. [ABSTRACT FROM AUTHOR]

The purpose of the article is to develop knowledge from applied research that examined a real-time application of the European Foundation for Quality Management (EFQM) model in Isfahan Regional Electric Company (IREC). The study objectives include identifying strengths and areas requiring improvement and stimulating a quality culture to address them. The research was conducted in three stages: (1) formation of a focus group to analyze the gap between the desired situation and the current state of IREC, (2) distribution of questionnaires among experts inside and outside the company, and identification of the importance of each factor causing a gap and (3) reestablishment of the focus group to provide strategies to close the gap between the current and desired states. The key findings indicate that (a) employee management, (b) social and customer impact, (c) key performance results, and (d) partnership and resources, have significant gaps with the desired situation. Improvement strategies were recommended to bridge these gaps and improve the IREC performance measurement and evaluation system, its strengths, and areas for improvement. This paper contributes to quality and performance management bodies of knowledge. Our organizational framework and associated contributions serve as a managerial resource. [ABSTRACT FROM AUTHOR]

Purpose -- To study the current approaches to Business Excellence, Quality Management Systems, brief History of evolution of Quality and provide the theoretical contribution by comparing western thought with Vedic Indian thought. Methodology / Approach -- The study included Business Excellence Frameworks such as MBNQA, EFQM and Deming Prize from USA, Europe and Japan, and also, Indian adaptations such as Rajiv Gandhi National Quality Award (RGNQA), Zero-Effect Zero-Defect or ZED by Ministry of MSME, CII Exim Bank Award for Business Excellence, IMC Ramakrishna Bajaj Award National Quality Award, Golden Peacock and Business Excellence Award to identity the commonality and distinctiveness of the approaches. Findings -- The ISO Management Systems are widely accepted as QMS, EMS and OHSMS standards and progressive organisations have adopted MBNQA, EFQM and Deming Prize approaches for Business Excellence and Long-term Sustainability. The Vedic Heritage of India which is over 5000 years has tremendous knowledge value and the "Vedic-SRK Model" is contributed to the researchers and academicians. Originality of Value -- The approach of Vedic SRK model is unique but however, the Vedic terminology used in aspects of Quality, Leadership, Workforce etc., are commonly used in India. However, author submits that the Vedic approach to Business Excellence is not total and requires further theoretical study as the knowledge is vast. [ABSTRACT FROM AUTHOR]

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. [ABSTRACT FROM AUTHOR]

By highlighting the importance of tracking the maturity of various phenomena, this study aims at facilitating their response to the emerging changes and reducing the complexity of organizational management processes. To support business excellence and organization management in the SMART WORLD era, special attention was paid to previous findings. The pilot study research was carried out on a sample of 107 enterprises from Poland and Lithuania. The results of the data analysis collected during the quantitative research and their mapping identified: currently leading trends (mainstream - "new normal trends"), trends expected to undergo the development in short/medium/long term perspective and trends labelled as "no future" - fads or one step before their time. Research results were the basis for expressing preliminary conclusions about how to reduce uncertainty and complexity of the process of strategic decision making by contemporary managers. [ABSTRACT FROM AUTHOR]

Even though Industry 4.0 is primarily focused on the implementation of advanced digital technologies, this is not the only aspect that should be considered. One of the aspects that calls for attention is the ability to create a sustainable and agile industrial environment. In this sense, the role of project management is crucial for achieving business excellence in a new industrial paradigm. The main goal of this paper was to determine the impact of different levels of project management maturity on business excellence in the context of Industry 4.0. The research in the paper was made using a sample of 124 organizations, differing in industry type and size, and recognized through the business excellence awards or recognitions given by European Foundation for Quality Management (EFQM). Using the Project Management Maturity Model (ProMMM), a significant connection was found between project management maturity and business excellence. Considering technology advances, these relationships were further examined in the context of Industry 4.0. Empirically based conclusions were drawn, which contribute to the literature on project management and business excellence in the context of Industry 4.0. Practitioners can implement them for more effective project management with the intention of bringing excellence into the organization's operations and results. Additionally, they can be useful to help organizations better cope with changing technology trends. [ABSTRACT FROM AUTHOR]