El Modelo EFQM de Excelencia como facilitador de la adopción de un proceso integrador de formación de la estrategia: un estudio de caso
El Modelo EFQM de Excelencia como facilitador de la adopción de un proceso integrador de formación de la estrategia: un estudio de caso
Índice
La adopción de una perspectiva integradora en el estudio del pro- ceso de formación de la estrategia sugiere que la mejor forma que tienen las organizaciones de competir en los entornos actuales es mediante una estrate- gia aplicada a través de un proceso que combine elementos racionales y emergentes. Desde esta perspectiva, el objetivo central de nuestra investiga- ción es intentar averiguar si la aplicación del Modelo EFQM de Excelencia fa- cilita la adopción de un proceso estratégico a la vez racional y emergente. Para llevar a cabo el análisis hemos utilizado el caso de la Autoridad Portuaria de Valencia (APV) con fines explicativos. De su análisis obtenemos como una de las conclusiones principales que el impacto de la aplicación del Modelo EFQM de Excelencia en el proceso de formación de la estrategia de la APV es muy relevante, destacando el importante cambio que la aplicación del modelo va a generar en cuanto al carácter emergente del proceso de formación. Está previsto que el empowerment, la implicación y la participación, resulten afec- tados significativamente y de forma positiva a raíz de la aplicación del modelo.
ASOCIACIÓN ESPAÑOLA DE CONTABILIDAD Y ADMINISTRACIÓN DE EMPRESAS-AECA
(2006). La contabilidad de gestión en el sistema portuario español, Documento nº 31, Aso- ciación Española de Contabilidad y Administración de Empresas, Madrid.
AHMED, A. M., J. B. YANG, y B. G. DALE (2003). ‘Self-assessment methodology: The route to business excellence’, Quality Management Journal,10, 1,43-57.
ANDERSEN, T. J. (2000). ‘Strategic planning, autonomous actions and corporate performance’,Long Range Planning, 33, 184-200.
ANDERSEN, T. J. (2002). ‘How to reconcile the strategic dilemma?’, European Business Fo- rum, 9(1), 32-35.
ANDERSEN, T. J. (2004a). ‘Integrating decentralized strategy making and strategic planning processes in dynamic environments’, Journal of Management Studies, 41(8), 1271-1299.
ANDERSEN, T. J. (2004b). ‘Integrating the strategy formation process: an international pers- pective», European Management Journal, 22(3), 263-272.
ANDREWS, K. R. (1971). The concept of corporate strategy, Chicago IL: Dow Jones-Irwin, Inc. ANSOFF, H. I. (1988). The new corporate strategy, New York: Wiley.
ANSOFF, H. I. (1991). ‘Critique of Henry Mintzberg’s ‘the design school: reconsidering the basic premises of strategic management’, Strategic Management Journal, 12, 449-461.
BESTERFIELD, D. H., C. BESTERFIELD-MICHNA, G. H. BESTERFIELD y M. BESTERFIELD-SACRE (1995). Total quality management, New Jersey: Prentice Hall.
BRERETON, M. (1996). ‘Introducing self-assessment – one of the keys to business excellence’,Management Services, 40, no. 2, 22-23.
BREWS, P. y M. HUNT (1999). ‘Learning to plan and planning to learn: resolving the planning school/learning school debate», Strategic Management Journal, 20, 889-913.
BROWN, A., T. VAN DER WIELE, y R. MILLEN (1999). ’Self-assessment and quality awards: A formula for making quality strategic?’ Strategic Change 8, no. 2. 87-93.
COLLIER, N., F. FISHWICK y S. W. FLOYD (2004). ‘Managerial involvement and perceptions of strategy Process’, Long Range Planning, 37(1), 67-83.
CONTI, T. (1993). Building total quality: a guide for management, London: Chapman and Hall. CONTI, T. (1997). Organizational self-assessment, London: Chapman and Hall.
CONTI, T. (2001). Why most companies do not give the most out of their self-assessments, 55th ASQ World Conference on Quality and Improvement Proceedings, Milwaukee, 229-238.
DAVIS, V. S. (1992). ‘Self-audits. Fist step in TQM’, HRMagazine 37, no. 9, 39-41.
Debaylo, P. W. (1999). ‘Ten reasons why the Baldrige model works’, Journal for Quality and Participation 22, no. 1, 24-28.
EASTON, G. S. (1993). ‘The 1993 state of U.S. total quality management: a Baldrige examiner’s perspective’, California Management Review 35, no. 3, 32-54.
EISENHARDT, K. M. (1999). ‘Strategy as strategic decision making», Sloan Management Re- view, Spring, 65-72.
ELBANNA, S. (2006). ‘Strategic decision-making: process perspectives», International Journal of Management Reviews, 8(1), 1-20.
EFQM – European Foundation for Quality Management (2003a). EFQM excellence model, Brussels: EFQM.
EFQM – European Foundation for Quality Management (2003b). Introducing excellence, Brus- sels: EFQM.
FINN, M., y L. J. PORTER (1994). ‘TQM Self-assessment in the U.K’, The TQM Magazine 6, no. 4, 56-61.
FLOYD, S. W. y B. WOOLDRIDGE (1992). ‘Middle management involvement in strategy and its association with strategic type: a research note’, Strategic Management Journal, 13, 153-167.
FLOYD, S. W. y B. WOOLDRIDGE (1994). ‘Dinosaurs or dynamos? Recognizing middle mana- gement’s strategic role’, Academy of Management Executive, 8(4), 47-57.
FLOYD, S. W. y B. WOOLDRIDGE (1996). The strategic middle manager: how to create and sustain competitive advantage, San Francisco, CA: Jossey-Bass Publishers.
FORD, M. W. y R. E. EVANS (2001). ‘Baldrige award assessment and organizational learning: the need for change management’, Quality Management Journal 8, no. 3, 9-25.
FREDRICKSON, J. W. (1984). ‘The comprehensiveness of strategic decision processes: exten- sion, observations, future directions’, Academy of Management Journal, 27(3), 445-466.
FREDRICKSON, J. W. y A. L. IAQUINTO (1989). ‘Inertia and creeping rationality in strategic decision processes», Academy of Management Journal, 32(3), 516-542.
FREDRICKSON, J. W. y T. R. MITCHELL (1984). ‘Strategic decision processes: comprehensiveness and performance in an industry with an unstable environment’, Academy of Management Journal, 27(2), 399-423.
GADD, K. W. (1995). ‘Business self-assessment. A strategic tool for building process robustness and achieving integrated management’, Business Process Re-engineering and Management Journal 1, no. 3, 66-85.
GARVIN, D. A. (1991). ‘How the Baldrige award really works’, Harvard Business Review, November-December, 80-93.
GHOBADIAN, A. y H. S. WOO (1996). ‘Characteristics, benefits and shortcomings of four major quality awards’, International Journal of Quality and Reliability Management, 13(2), 10-44.
GOLL, I. y A. M. A. RASHEED (1997). ‘Rational decision-making and firm performance: the moderating role of environment’, Strategic Management Journal, 18(7), 583-591.
HAKES, C. (1996). The corporate self assessment handbook, London: Chapman & Hall. HAMEL, G. y C. K. PRAHALAD (1994). Competing for the future, Boston, MA: Harvard Business School Press
HANNUKAINEN, T., y S. SALMINEN (1998). Setting the course for quality: a case study in applied self-assessment, 1998 ASQC 52nd annual quality congress proceedings, American Society for Quality, Milwaukee.
HART, S. L. (1992): ‘An integrative framework for strategy-making processes’, Academy of Management Review, 17(2), 327-351.
Hart, S. L. y C. BANBURY (1994). ‘How strategy-making processes can make a difference’,Strategic Management Journal, 15, 251-269.
HARVARD BUSINESS REVIEW DEBATE (1992). ‘Does the Baldrige award really work?’, Har- vard Business Review, January-February, 126-147.
HILLMAN, G. P. (1994). ‘Making self-assessment successful’, The TQM Magazine 6, no. 3, 29-31. HOFER, C. W. y D. SCHENDEL (1978). Strategy formulation: analytical concepts, New York: West Publishing Company.
HOPKINS, W. E. y S. A. HOPKINS (1997). ‘Strategic planning-financial performance relationships in banks: a causal examination’, Strategic Management Journal, 18(8), 635-652.
ISSAC, G., C. RAJENDRAN y R. N. ANANTHARAMAN (2004). ‘Significance of quality certification: the case of the software industry in India’, Quality Management Journal, 11(1), 8-32.
JOHNSON, G. y K. SCHOLES (2002). Exploring corporate strategy. Text and cases, 6th edi- tion, London: Pearson Higher Education.
JOHNSON, G., L. MELIN y R. WHITTINGTON (2003). ‘Micro strategy and strategyzing: towards an activity based view’, Journal of Management Studies, 40(1), 1-2.
KARAPETROVIC, S., y W. WILLBORN (2001). ‘Audit and self-assessment in quality management: comparison and compatibility’, Managerial Auditing Journal 16, no. 6, 366-377.
KAYE, M. y R. ANDERSON (1999). ‘Continuous improvement: the ten essential criteria’, International Journal of Quality and Reliability Management 16, no. 5, 485-506.
KNOTTS Jr., U. S., L. G. PARRISH Jr., y C. R. EVANS (1993). ‘What does the U.S. businescommunity really think about the Baldrige award?’, Quality Progress (May), 49-53.
KUENG, P. (2000). ‘Process performance measurement system: a tool to support process-based organizations’, Total Quality Management, 11(1), 67-85.
LEONARD, D. y R. MCADAM (2002a). ‘The role of the business excellence model in operational and strategic decision making’, Management Decision, 40 (1), 17-25.
LEONARD, D. y R. MCADAM (2002b). ‘The strategic impact and application of the business ex- cellence model: implications for quality training and development’, Journal of European Industrial Training, 26 (1), 4-13.
LEONARD, D. y R. MCADAM (2002c). ‘The strategic placement of TQM in the organisation: a grounded study’, Managing Service Quality, 12 (1), 43-53.
LEONARD, D. y R. MCADAM (2003). ‘An evaluative framework for TQM dynamics in organisations’,International Journal of Operations and Production Management, 23(6), 652-677.
LEONARD, D. y R. MCADAM (2004). ‘Total quality management in strategy and operations: dynamic grounded models’, Journal of Manufacturing Technology Management, 15 (3), 254-266.
LEONARD, D., R. MCADAM y R. REID (2002). ‘A grounded multi-model framework for TQM dynamics’, International Journal of Quality and Reliability Management, 19 (6/7), 710-736.
LINDBLOM, C. (1959). ‘The science of muddling through’, Public Administration Review, 19, 79-88.
MARTINEZ, C., F. BALBASTRE, M. A. ESCRIBÁ, T. GONZÁLEZ y M. PARDO (2003). ‘ISO 9000-based quality assurance approaches and their relationship with strategic analysis’,International Journal of Quality and Reliability Management, Vol. 20, No. 6/7, 664-690.
MCADAM, R. y D. LEONARD (2005). ‘A TQM dynamics perspective on Baldrige and business excellence model comparisons’, Total Quality Management & Business Excellence, 16(6), 771-791.
MINTZBERG, H. (1973). ‘Strategy making in three modes’, California Management Review, 16(2), 44-53.
MINTZBERG, H. (1978). ‘Patterns in strategy formation’, Management Science, 24(9), 934-948. MINTZBERG, H. (1990a). ‘Strategy formation: ten schools of thought’ in Fredrickson, J. W. (editor) (1990), Perspectives on Strategic Management, New York: Harper Business.
MINTZBERG, H. (1990b). ‘The design school: reconsidering the basic premises of strategic management’, Strategic Management Journal, 11, 171-195.
MINTZBERG, H. (1991). ‘Learning 1, planning 0. Reply to Igor Ansoff’, Strategic Management Journal, 12, 463-466.
MINTZBERG, H. (1994). The rise and fall of the strategic planning, reconceiving roles for plan- ning, plans and planners, New York: The Free Press.
MINTZBERG, H. J. A. y WATERS (1985). ‘Of strategies deliberate and emergent’, Strategic Management Journal, 257-272.
MINTZBERG, H. y J. LAMPEL (1999). ‘Reflecting on the strategy process’, Sloan Management Review, Spring, 21-30.
MINTZBERG, H., B. AHLSTRAND y J. LAMPEL (1998) Strategy safari, Hertfordshire, UK: Prentice Hall Europe.
NABITZ, U. W. y N. S. KLAZINGA (1999). ‘EFQM approach and the dutch quality award’. Inter- national Journal of Health Care Quality Assurance 12, no. 2, 65-70.
NONAKA, I. (1988). ‘Toward a middle-up-down management: accelerating information creation’, Sloan Management Review, Spring, 9-18.
OAKLAND, J. S. (1999). ‘Winning performance through business excellence’. Credit Control 20, no. 7, 23-31.
PRAHALAD, C.K. y HAMEL, G. (1990). ‘The core competences of the corporation’, Harvard Business Review, mayo-junio, 79-91.
QUINN, J. B. (1978). ‘Strategic change: logical incrementalism’, Sloan Management Review, 20(1), 7-21.
QUINN, J. B. (1980). Strategies for change: logical incrementalism, Homewood, Ill: Richard D.Irwin. QUINN, J.B. (1985). ‘Managing innovation: controlled chaos’, Harvard Business Review, May-June, 73-84.
STURKENBOOM, J., T. VAN DER WIELE, y A. BROWN (2001). ‚An action-oriented approach to quality management self-assessment in small and medium-sized enterprises’, Total Quality Management 12, no. 2, 231-246.
SVENSSON, M., y B. KLEFSJÖ (2000). ‘Experiences from creating a quality culture for continuous improvements in the swedish school sector by using self-assessments’, Total Quality Man- agement 11, no. 4/5&6, 800-807.
TAYLOR, W. A. (1995). ‘Total quality management and the need for organizational self-assessment: some empirical evidence’, Total Quality Management 6, no. 1, 3-12.
TERLAAK, A. y A. A. KING (2006). ‘The effect of certification with the ISO 9000 quality management standard: a signaling approach’, Journal of Economic Behavior & Organization, 60(4), 579-602.
VAN DER WIELE, A., A. R. T. WILLIAMS, B. G. DALE, G. CARTER, F. KOLB, D. M. LUZÓN, A.
SCHMIDT y M. WALLACE (1996a). ’Quality management self-assessment: an examination in european business’, Journal of General Management 22, no. 1, 48-67.
VAN DER WIELE, A., A. R. T. WILLIAMS, B. G. DALE, G. CARTER, F. KOLB, D. M. LUZÓN, SCHMIDT y M. WALLACE (1996b). ‘Self-assessment. A study of progress in Europe’s leading organizations in quality management practices’, International Journal of Quality and Reliability Management 13, no. 1, 84-104.
VAN DER WIELE, T. y A. BROWN (1998). ‘Venturing down the TQM path for SME’s’, Interna- tional Small Business Journal 16, no. 2, 50-68.
VAN DER WIELE, T. y A. BROWN (1999). ‘Self-assessment practices in Europe and Australia’,International Journal of Quality and Reliability Management 16, no. 3, 238-251.
VAN DER WIELE, T., A. BROWN, R. MILLEN y D. WHELAN (2000). ’Improvement in organizational performance and self-assessment practices by selected american firms’, Quality Management Journal 7, no. 4, 8-22.
VAN DER WIELE, T., B. DALE, R. WILLIAMS, F. KOLB, M. D. MORENO-LUZÓN, A. SCHMIDT y M. WALLACE (1995). ’State-of-the-art study on self-assessment’, The TQM Magazine 7, no. 4, 13-17.
WILLIAMS, R., B. BERTSCH, A. VAN DER WIELE, J. VAN IWAARDEN, and B.G. DALE (2006). ‘Self-assessment against business excellence models: a critique and perspective’,Total Quality Management and Business Excellence, 17(10), 1287-1300.
WILSON, G. (1998). ‘The impact of the european quality award model on organizational performance: a Northern Ireland perspective’, Total Quality Management 9, no. 4-5, 237-240.
YOUSSEF, M. A., S. M. AL-GHAMDI, J. V. KOCH y T. DOLAN (2006). ‘Plant location, ISO 9000
certifications and quality management practices; an empirical investigation’, International Journal of Quality & Reliability Management, 23(8), 944-963.
ZAIRI, M., S. R. LETZA y J. S. OAKLAND (1994). ‘Does TQM impact on bottom-line results?’,The TQM Magazine, 6(1), 38-43.
ZINK, K. J., y W. VOSS (1998). ‘Quality in Germany – an overview’, The TQM Magazine 10, no. 6, 458-463.
Excelencia Empresarial; Modelo EFQM; Formación de la estrategia; Estudio de casos.
