An Excellence Model Case Study Assessing the Gap in Managers' Views by Hierarchical Clustering

Abstract

Purpose: This paper highlights the importance of business excellence models for SMEs and compares results from different model versions and managerial perspectives. Methodology/Approach: In an SME case study, three EFQM versions were applied (START, START PLUS (both based on EFQM 2013) and EFQM 2020) to make a comparative analysis of evaluation results. It utilises hierarchical clustering to gauge managerial agreement and examines the shift from EFQM 2013 to EFQM 2020. Findings: The paper presents comparative results, emphasising differences in evaluations. These results underscore the robustness of EFQM model versions and the significance of assessing managerial perspectives. Research Limitation/implication: Similar analysis can be conducted for a large number of companies in order to make a comprehensive statistical comparison. Also, it could be useful to examine the differences among different branches of industry if there are any. Originality/Value of paper: It is believed that this study will contribute to the existing literature by presenting the case study implementation of the excellence models in an SME. A conducted case study increases originality in a value-added way by using managerial views’ evaluations.