Project to improve knowledge management and key business results through the EFQM excellence model

Outline

• Abstract
• Keywords
• 1. Introduction
• 2. Theoretical Background and Hypotheses
• 2.1. the Efqm Excellence Model
• 2.2. Knowledge Issues in the Efqm Excellence Model
• 2.3. Integrating the Efqm Model Framework, Process Methodology and Supplier/partner Management in the Knowledge Management Process
• 2.3.1. Knowledge Generation
• 2.3.2. Knowledge Storage/retention
• 2.3.3. Knowledge Transfer
• 2.3.4. Knowledge Application
• 3. Methodology
• 3.1. Sample
• 3.2. Measures
• 3.3. Data Analysis
• 4. Results
• 4.1. Measurement Model
• 4.2. Structural Model
• 5. Discussion and Conclusions
• 5.1. Implications for Management
• 6. Limitations and Future Research Lines
• Conflict of Interest
• References

5. Discussion and conclusions

The results support the reliability and validity of the measurement model (Tables 3 and 4), and hence the high predictive power of the EFQM model as a framework for the implementation of a KMP. It presents explained variance (R2) values over 0.417, as can be observed in Table 4 and Fig. 6. Moreover, the proposed model shows a high predictive validity, since the Q2 coefficient value is above 0 (Table 5). Hence, the reliability and validity of the EFQM Excellence Model for the TQM implementation has been widely studied in the literature (Calvo-Mora et al., 2014b). However, there are no studies which analyse the validity of the EFQM Model as a framework for the implementation of KM initiatives. Only Ooi (2009) uses the TQM critical factors present in the MBNQA to study their relationship with the phases of the KM process. Moreover, there are few studies that analyse the effects of the TQM and KM practises on organisational results.

More specifically, our research findings show how process methodology plays a critical role in the model that a KMP represents. Thus, process methodology exerts a significant direct influence on knowledge (H1) and on supplier and partner management (H2). In addition, it also exerts an indirect influence on the key results of the business through these variables (Table 6).

The importance of this factor is also reflected in the high percentage of variance explained (R2) both by the Knowledge variable (20.4%) and the suppliers/partners variable (67.45%). Ju et al. (2006) and Asif et al. (2013) corroborate how process management can be used by the companies as a base or platform to strengthen the implementation of KM.

The involvement of the main suppliers and partners is also a critical variable in the KMPs as evidenced by the very high influence on knowledge (H3) which explains 56.05% of its variance (Table 5). Daud and Yusoff (2011) consider that TQM soft factors, amongst which are found the contacts with suppliers and professional associates, favour the development of the KM process. In addition, the supplier and partner management indirectly affects the key results of the business (Table 6).

Finally, it must be emphasised how the specific efforts made by companies to manage their knowledge have a significant influence on the key strategic and operational results of the business (H4), with this variable explaining, by itself, the 45.83% variance of the key results variable of the business. Tarí Guilló and García-Fernández (2013) find positive relationships between the KM process and strategic results. In addition, studies such as those by Lee and Choi (2003) and Zack et al. (2009) confirm the influence of KM on the operational results. In short, KMPs do not make sense if they are not developed systematically, as can be seen in the direct and indirect significant relationships that exist between the variables of the model. To be competitive, organisations need to continuously generate and assimilate knowledge and new capabilities. Therefore, TQM as a management philosophy based on continuous improvement, innovation and learning, and put into practise through the reference framework offered by the EFQM Excellence Model, can serve as a context and support for the start-up and later development of a KMP.

In practise, a series of obstacles can occur that complicate the implementation of a KMP, such as the integration of KM in the daily management of the organisation; the lack of effective tools to facilitate the KM process; or the cost of the information technologies (Lee and Choi, 2003). Therefore, the organisations must design projects or systems that are supported in an organisational structure, processes and cultural values (continuous improvement, innovation, learning) which promote communication, motivation, and confidence between people and groups (Alavi and Leidner, 2001; Mir and Pinnington, 2014). The previous existence of a quality management system, such as that proposed by the EFQM Excellence Model, can contribute proven management practises and very valuable experiences that are consistent with the critical factors for the success of the implementation of a KMP.