Monitoring the connection between the application of EFQM model principles and the results of organisations

QUALITY INNOVATION PROSPERITY 28/1 – 2024 ISSN 1338-984X (online) 107 Moni o ing he Connec ion Be ween he Applica ion o EFQM Model P inciples and he Resul s o O ganisa ions DOI: 10.12776/qip. 28i1.1939 Pe B is, Tomas U banek Recei ed: 2023-11-07 Accep ed: 2023-12-07 Published: 2024-03-31 ABSTRACT Pu pose: The p esen pape e alua ed he connec ions be ween he deg ee o ul ilmen o he EFQM model's equi emen s and he o ganisa ion's size, key esul s, social esponsibili y, employee sa is ac ion and cus ome sa is ac ion. Me hodology/App oach: The da ase was acqui ed ia an in e ne -based su ey hos ed on Google Fo ms. The su ey a ge ed manage ial pe sonnel wi hin manu ac u ing en i ies si ua ed wi hin he geog aphical bounda ies o he Czech Republic. Findings: Resea ch on he ela ionship be ween he deg ee o ul ilmen o he EFQM model equi emen s and he o ganisa ion's size, c i ical o ganisa ional esul s, social esponsibili y, employee sa is ac ion, cus ome sa is ac ion and o e all o ganisa ional esul s demons a ed a mode a ely signi ican o s ong co ela ion o all moni o ed indica o s. Resea ch limi a ion/implica ion: The da a is collec ed only in one speci ic coun y, bu he p oduc ion o ganisa ions in which he esea ch was ca ied ou a e mainly o eign-owned. O iginali y/Value o pape : The cu en esea ch esul s o e p ac ical and heo e ical implica ions. Theo e ically, he esea ch expands he li e a u e on he EFQM model and i s connec ion wi h cu en ends, which a e he highe inno a i e ac i i y o o ganisa ions and co ela ion wi h Indus y 4. P ac ically, he esea ch esul s will bene i manage s, di ec o s, and leade s o companies by allowing hem o main ain an op imal le el o quali y managemen and es ima e u u e equi emen s o complex en e p ise in eg a ion. Ca ego y: Resea ch pape Keywo ds: EFQM Model; quali y managemen ; s anda d; imp o emen Resea ch A eas: Quali y Managemen , S a egic Quali y Managemen QUALITY INNOVATION PROSPERITY 28/1 – 2024 ISSN 1338-984X (online) 108 1 INTRODUCTION Companies need o use s a egic managemen models o main ain powe o e hei compe i o s in he cu en compe i i e en i onmen . Main aining high pe o mance and ensu ing long- e m p o i abili y and sus ainabili y is s ill one o he signi ican challenges acing manage s o o ganisa ions. (E imo a and B iš, 2021) Manage ial models o business excellence de ine co e s a egic compe encies ha enable businesses o secu e sus ainable compe i i e ad an age h ough sel - assessmen . I is impe a i e ha he models also need o be imp o ed o e ime, as do s anda ds such as he ISO 9000 se ies. The EFQM model can be a ool o , be e said, a guide o achie ing excellence in an o ganisa ion. The o ganisa ion objec i ely de e mines i s posi ion on he excellence scale o iden i y i s s eng hs and weaknesses. The EFQM Model is applied in a ious o ms in mo e han 50,000 o ganisa ions wo ldwide. (Bocoya-Maline e al.,2023). Howe e , in he Czech Republic, i emains a in he backg ound and, in mos cases, comple ely unno iced (Nenadál e al., 2018). This pape ocuses on he managemen sys ems o o ganisa ions ope a ing in he Czech Republic. In he ques ionnai e su ey, manage s o o ganisa ions commen on all he equi emen s o he EFQM model. All o ganisa ions mus be managed. Top managemen is g adually c ea ing i s amewo k o he managemen sys em, which applies p ima ily o mo e gian co po a ions. Howe e , i is also ad an ageous o use suppo ools ha can help lead o ganisa ions o success ul esul s. This applies o all sec o s ega dless o size o s uc u e. The EFQM model is one such ool ha helps manage o ganisa ions in he o m o so-called sel -assessmen . The g adual applica ion o his ool makes i possible o assess he deg ee o pe ec ion o he managed sys em o o disco e i s s eng hs and weaknesses o sho comings in he sense o he decla ed isions, missions and s a egic goals. Thanks o he EFQM model, communica ion in he o ganisa ion can be imp o ed and be e speci ied because he model b ings an o iginal ocabula y and way o hinking. Thanks o he EFQM model, planning exis ing o u u e ac i i ies can be op imised, and duplica ions and o he o ms o was e can be a oided. Al hough nume ous managemen ools and me hodologies a e commonly used, he EFQM model o e s a comp ehensi e iew o he o ganisa ion and can help cla i y he in e ela ionships and syne gis ic po en ial be ween hese di e en me hods. All o ganisa ions s i e o be success ul. Some end up in ailu e, o he s achie e sho - e m success. Only a selec ew ealise las ing p ospe i y and gain he espec and admi a ion hey dese e. 1.1 The p inciple o o ganisa ional excellence Excellence in an o ganisa ion is de ined as he way an o ganisa ion is managed o achie e excep ional esul s in all aspec s o he company. These ex ao dina y QUALITY INNOVATION PROSPERITY 28/1 – 2024 ISSN 1338-984X (online) 109 esul s can be achie ed h ough he use o knowledge and skills om he p ac ices o he mos success ul and high-pe o ming o ganisa ions in he wo ld, he so- called bes p ac ices (Sande s, 2017). The e is also deba e in he p o essional communi y as o whe he he EFQM model should be adap ed o speci ic indus ies. 1.2 The impac o excellence on he pe o mance o o ganisa ions Since i s in oduc ion, he EFQM model has been ecognised as a global s uc u e ha suppo s o ganisa ions o any na u e, sec o o dimension in managing change and imp o ing o ganisa ional pe o mance (Fonseca, 2022). Rega dless o he business sec o , size o o ganisa ional s uc u e, a company needs o ha e a p ope managemen amewo k in place. The EFQM model can be a olun a y amewo k (Yousa and B iš, 2019). This amewo k p o ides a holis ic iew o he company. I enables hem (Yousa and B iš, 2019) To assess whe e hey a e in hei jou ney o excellence, helping hem iden i y and unde s and hei s eng hs and weaknesses ela i e o hei iden i ied ision, s a egy and mission. The amewo k men ioned abo e will ensu e he ollowing: • C ea ing consis en e minology and ways o hinking acili a es communica ion wi hin he o ganisa ion and he communica ion o ideas. • P epa a ion o he p ima y s uc u e o he managemen sys em. • B inging oge he exis ing and planned p oposals while elimina ing duplica ion and iden i ying gaps. O ganisa ions ha we label as excellen canno only achie e bu also sus ain an excellen le el o pe o mance ha mee s o exceeds he expec a ions o all hei s akeholde s (Yousa and B iš, 2019). 1.3 Examples o models o excellence The mos common Business Excellence models include: • EFQM Model o he Eu opean Founda ion o Quali y Managemen – Used h oughou Eu ope • Canadian Model o Business Excellence – Canada • Singapo e Quali y Awa d Model – Singapo e • Japanese Quali y Awa d Model – Japan • Aus alian Business Excellence F amewo k (ABEF) – Aus alia • Bald ige (MBNQA) – Used in mo e han 25 coun ies, including he USA and New Zealand QUALITY INNOVATION PROSPERITY 28/1 – 2024 ISSN 1338-984X (online) 110 1.4 Model EFQM The model enables h ee key objec i es o be achie ed (Mi hosseini, 2012). In addi ion o iden i ying s eng hs, i also highligh s a eas o imp o emen . Las bu no leas , he model highligh s p ojec s and p og ams wi h he help o which he o ganisa ion can s a he jou ney o excellence. Exempla s o excellence models necessi a e pe iodic sc u iny o ensu e alignmen wi h e ol ing en i onmen al ac o s, ma ke dynamics, and echnological ad ancemen s, as unde sco ed by Gunaseka an (2019). Building upon his, Dodangeh (2011) asse ed ha , despi e he widesp ead u ilisa ion o he EFQM amewo k in Eu ope and wo ldwide, i is impe a i e o adap ea lie i e a ions o he model o accommoda e ecen shi s in business pa adigms and ma ke landscapes. Consequen ly, he EFQM model has unde gone sys ema ic e isions o sus ain i s pe inence and u ili y. Th ough a collabo a i e endea ou encompassing EFQM cons i uen s, p e ious awa d ecipien s, pa ne s, schola s, aine s, and consul an s, he e sion o 2013 culmina ed in o mula ing he EFQM 2020 model (Fonseca, 2022). Fu he mo e, he model's 2021 i e a ion in eg a ed he Uni ed Na ions Sus ainable De elopmen Goals (SDGs) and inco po a ed ace s o business e hics. The e-e alua ion o he EFQM model was guided by he impe a i e o concu en ly manage change and ope a ions while os e ing mo e collabo a i e leade ship and inno a i e idea ion, ein o ced by dis up i e hinking. This ecalib a ion aims o empowe o ganisa ions o adap o u u e exigencies. The EFQM 2020 model is an icipa ed o bols e o ganisa ional agili y in esponding o oppo uni ies and h ea s, ul ima ely op imising pe o mance. The EFQM 2020 model was ounded on he a icula ion o h ee undamen al inqui ies, deno ed as ollows: Fi s ly, "Why" encompasses an explo a ion o he o ganisa ion's aison d'ê e and i s unde lying pu pose, del ing in o he a ionale behind i s chosen s a egies, hus elucida ing he o e all di ec ion. Secondly, "How" del es in o he ac ical execu ion o i s pu pose and s a egy, delinea ing how he o ganisa ion in ends o ealise i s objec i es, he eby unde sco ing he ealm o implemen a ion. Finally, he ques ion "Wha " del es in o an assessmen o he ac ual accomplishmen s ealised o da e, in andem wi h a ision o wha he o ganisa ion aspi es o achie e in he u u e, emphasising he ealm o esul s. Figu e 1 shows he h ee c i ical pa s o he new amewo k: Resul s, Execu ion and Di ec ion. QUALITY INNOVATION PROSPERITY 28/1 – 2024 ISSN 1338-984X (online) 111 Figu e 1 – The s uc u e o he new EFQM model. Sou ce: Adap ed acco ding o EFQM (Gha oo , 2023; EFQM, 2020) 1.5 Exis ing esea ch on he use o he EFQM model The e is a deba e in he p o essional communi y abou whe he he EFQM model should be adap ed o speci ic indus ies. The EFQM model inco po a es gene ic managemen e minology ha has been success ully applied in o ganisa ions o di e en sizes and ypes in many coun ies (Doeleman, 2014). Howe e , al hough housands o Eu opean o ganisa ions ha e used he model o assess hei o ganisa ional pe o mance, Da ies (2008) and Wong assamee (2003) ha e c i icised he model, a guing ha ha ing he same sco e in he cu en EFQM model o all indus ies is inaccu a e. This was echoed by Dubey (2016), who c i icised he model and sugges ed he adop ion o new amewo ks o speci ic ypes o o ganisa ions. Liu (2021), in his pape , s a es ha he esul s o esea ch on es au an expe s show ha he c i e ia o his ype o o ganisa ion a e no all in line wi h he c i e ia o he cu en EFQM model. The e will likely be a need o gi e di e en sec o s di e en EFQM assessmen models in he u u e. The es au an indus y is gi en as an example in his s udy. As such, he new EFQM model de eloped in his s udy can be used as a sel -assessmen ool o assess es au an pe o mance accu a ely whene e and whe e e . In he Czech Republic, esea ch has been conduc ed on he awa eness o he EFQM model and i s QUALITY INNOVATION PROSPERITY 28/1 – 2024 ISSN 1338-984X (online) 112 applica ions and bene i s. The esea ch was conduc ed in abou 80 o ganisa ions (Nenadál, 2018). The esponses o abou 16% o o ganisa ions ac i ely wo king wi h excellence models showed ha he mos signi ican ba ie o i s success ul implemen a ion is he lack o knowledge o he subjec . Acco ding o mos esponden o ganisa ions, one o he mos signi ican bene i s o excellence models is inc eased employee engagemen and sa is ac ion. In addi ion, i also has a posi i e impac on cus ome sa is ac ion. I can also be said ha he EFQM model in place posi i ely impac s he economic pe o mance o mos o he o ganisa ions su eyed (Yousa , 2022). The nex pa o he su ey was de o ed o o ganisa ions ha a e awa e o he excellence model bu , o some eason, ha e no implemen ed i in hei p ac ice. Acco ding o he su ey, 64.16 % o o ganisa ions a e awa e o he excellence models issue. The emaining 35.84 % o o ganisa ions ope a ing in he Czech Republic ha e no idea abou he exis ence o EFQM models. The as majo i y o o ganisa ions wi h awa eness o excellence models answe ed ha hey ha e no in en ion o in oducing his concep in o hei p ac ice. The gene ally sha ed iew was ha i is no equi ed by anyone, no e en by he managemen , so o ganisa ions ha e no need o implemen any o he excellence models. Time and lack o human esou ces a e he mos signi ican ba ie s o implemen ing excellence models. O ganisa ions also lack managemen con idence ha an excellence model will lead o o e all pe o mance imp o emen (S e nad, 2019). An in e es ing obse a ion om he su ey was ha 10.67 % o o ganisa ions a e conce ned abou he inancial challenges associa ed wi h implemen ing an excellence model. This conce n is coun e ed by he ac ha in no case did he o ganisa ions ha al eady had an excellence model in place iden i y inancial complexi y as a signi ican complica ion du ing he implemen a ion o he model. The las pa o he su ey ocused on o ganisa ions wi hou awa eness o he exis ence o excellence models. Acco ding o almos hal o he o ganisa ions su eyed, he bigges eason o he lack o awa eness o excellence models is he lack o esou ces and publici y on he subjec . Ca mell (2011) and Ros ami (2022) no ed a posi i e ela ionship be ween he use o he model in he educa ion sec o and imp o ed inancial pe o mance such ha he model balanced s akeholde expec a ions and imp o ed p ocesses. Following a simila p inciple, Hıdı oglu (2019) used EFQM o e alua e non- inancial aspec s o a company. The analyses e ealed po en ial poin s o p ospe i y and ope a ional weaknesses needed o make he company mo e e icien and e ec i e. The use o his model con i med ha he company's pe o mance is excellen , he company is well managed, and i s pe o mance is imp o ing. The esea ch showed ha he company sco ed 593 ou o 1,000 poin s, which is highe han he a e age. 1.6 EFQM and Inno a ions Inno a ion has become a c i ical d i e o success and compe i i eness in oday's dynamic business en i onmen (Fe ei a, 2019). O ganisa ions cons an ly y o QUALITY INNOVATION PROSPERITY 28/1 – 2024 ISSN 1338-984X (online) 113 in oduce new and imp o ed p oduc s, se ices, p ocesses and s a egies o keep ahead o he compe i ion (Dis anon , 2020). Amid his d i e o inno a ion, examining how hese o ganisa ional inno a ions impac he unc ioning o es ablished amewo ks o excellence, such as he EFQM model (Ka e zopoulos, 2019), is essen ial. The EFQM model suppo s aligning inno a ion ini ia i es wi h o ganisa ional s a egies and goals. By inco po a ing inno a ion in o he s a egic planning p ocess, o ganisa ions can ensu e ha inno a ion e o s a e di ec ed owa ds a eas ha suppo he o ganisa ion's long- e m goals (Gambi, 2020). S a egic alignmen ensu es ha inno a ion con ibu es o he o e all success and sus ainabili y o he o ganisa ion. The EFQM model ecognises he impo ance o s akeholde engagemen , including employees, cus ome s, supplie s and socie y (Pa a-González, 2022). O ganisa ions can gain aluable insigh s, eedback and ideas by in ol ing s akeholde s in inno a ion. The EFQM model encou ages o ganisa ions o c ea e channels o collabo a ion, co-c ea ion and open communica ion o os e an ecosys em ha suppo s inno a ion ac oss all s akeholde g oups (Leh inen, 2019). An o ganisa ion ha e ec i ely manages inno a ion wi hin he EFQM model can achie e syne gies be ween quan i y and quali y (Če ne, 2023). A con inuous imp o emen and inno a ion cul u e d i es he gene a ion o mo e ideas and c ea es mo e oppo uni ies o iden i y high-quali y inno a ions (Rajapa hi ana, 2018). Feedback, collabo a ion and lea ning wi hin he o ganisa ion can e ine and imp o e he quali y o inno a i e ideas, leading o he implemen a ion o compelling and aluable inno a ions (Chia ini, 2020). In conclusion, he EFQM model in luences p oduc and p ocess inno a ion by p o iding a s uc u ed amewo k, p omo ing a cus ome -cen ic app oach, empowe ing employees, encou aging collabo a ion and knowledge sha ing, emphasising measu emen and e alua ion, os e ing a cul u e o con inuous imp o emen , and ensu ing s a egic alignmen . By adop ing he p inciples o he EFQM model, o ganisa ions can e ec i ely d i e inno a ion and emain compe i i e in oday's dynamic business en i onmen (Chen, 2021). 1.7 EFQM and Indus y 4.0 In he apidly e ol ing en i onmen o Indus y 4.0, o ganisa ions ace unp eceden ed challenges and oppo uni ies b ough abou by digi al ans o ma ion (Jayash ee, 2021). To p ospe in his e a o dis up i e echnologies, o ganisa ions mus adop inno a i e app oaches o ensu e sus ained excellence (Fonseca, 2021). The EFQM (Eu opean Founda ion o Quali y Managemen ) model, a well-es ablished amewo k o o ganisa ional excellence, has ecognised he impo ance o Indus y 4.0 and is e ol ing o align wi h i s p inciples. (EFQM, 2020). The EFQM model se es as a guide o o ganisa ions s i ing o excellence. Based on a holis ic app oach, i includes se en c i e ia g ouped in o h ee ca ego ies: di ec ion, implemen a ion and esul s. QUALITY INNOVATION PROSPERITY 28/1 – 2024 ISSN 1338-984X (online) 114 In eg a ion wi h Indus y 4.0 is abou emb acing digi al ans o ma ion, cha ac e ised by he con e gence o echnologies, including he In e ne o Things (IoT), a i icial in elligence (AI), obo ics and da a analy ics. In he e a o Indus y 4.0, da a has become a s a egic asse . The EFQM model ecognises he impo ance o digi al ans o ma ion in inc easing an o ganisa ion's pe o mance and compe i i eness. Fu he mo e, he EFQM model is consis en wi h decision-making based on he ob ained da a. Thanks o in eg a ing Indus y 4.0 p inciples, o ganisa ions can use echnology o op imise p ocesses, imp o e decision-making and suppo inno a ion (Pa a-González, 2022). By using he powe o ad anced analy ics and big da a, o ganisa ions can gain ac ionable insigh s, iden i y oppo uni ies o imp o emen and inc ease ope a ional e iciency. In eg a ing da a-d i en decision-making wi h he EFQM model enables o ganisa ions o make in o med decisions and p omo e con inuous imp o emen (G u man, 2020). Indus y 4.0 equi es a change in leade ship s yles ha elies on agile and adap i e leade ship ha can na iga e complex and apidly changing en i onmen s (Mu hy, 2022). The EFQM model emphasises he ole o leade ship in d i ing o ganisa ional excellence and p o ides a amewo k o agile leade ship p ac ices (Nenadál, 2020). By connec ing wi h Indus y 4.0, leade s can o ien hemsel es o he complexi y o digi al ans o ma ion, encou age expe imen a ion, and os e a cul u e o inno a ion (Fajsi, 2022). This in eg a ion enables o ganisa ions o espond o ma ke dynamics and p omo e sus ainable g ow h (Asi , 2020). An unp eceden ed abili y o unde s and and espond o cus ome needs is also one o he p inciples o Indus y 4.0. The EFQM model ecognises he impo ance o cus ome sa is ac ion and encou ages o ganisa ions o be cus ome -cen ic (Ge aed s, 2001). By using digi al echnologies, o ganisa ions can pe sonalise p oduc s, se ices and expe iences, inc easing cus ome sa is ac ion and loyal y. In eg a ing Indus y 4.0 p inciples wi h he EFQM model enables o ganisa ions o d i e business success (Ma usewicz, 2021). Indus y 4.0 bene i s om collabo a ion and pa ne ships because o ganisa ions ecognise he alue o collec i e in elligence and sha ed esou ces. The EFQM model emphasises he impo ance o pa ne ships and esou ces in achie ing o ganisa ional excellence (Vuksano ić, 2020). By in eg a ing Indus y 4.0 p inciples, o ganisa ions can p omo e s a egic collabo a ion, engage in open inno a ion, and co-c ea e alue. This in eg a ion allows o ganisa ions o access new oppo uni ies, sha e isks and s eng hen hei compe i i e ad an age in he digi al ecosys em (Ga cía-Fe nández, 2022). 2 HYPOTHESES THAT EMERGED FROM THE PREVIOUS LITERATURE REVIEW Based on he p e ious li e a u e e iew, he ollowing six hypo heses we e es ablished: QUALITY INNOVATION PROSPERITY 28/1 – 2024 ISSN 1338-984X (online) 115 H1: O ganisa ions wi h mo e han 250 employees ul il he equi emen s o he EFQM model mo e han o ganisa ions wi h ewe employees. H2: Key pe o mance esul s inc ease wi h he deg ee o ul ilmen o he assump ions o he EFQM model. H3: Employee sa is ac ion inc eases wi h he deg ee o ul ilmen o he assump ions o he EFQM model. H4: Cus ome sa is ac ion inc eases wi h he deg ee o ul ilmen o he assump ions o he EFQM model. H5: Social esul s inc ease wi h he deg ee o ul ilmen o he assump ions o he EFQM model. H6: O e all esul s inc ease wi h he deg ee o ul ilmen o he assump ions o he EFQM model 3 METHODOLOGY The p esen ed s udy aimed o e alua e he connec ions be ween he deg ee o ul ilmen o he equi emen s o he EFQM model and he c i ical esul s o he o ganisa ion, social esponsibili y, employee sa is ac ion and cus ome sa is ac ion. The da ase was acqui ed ia an in e ne -based su ey hos ed on Google Fo ms be ween No embe 2022 and Ma ch 2023. The su ey a ge ed manage ial pe sonnel wi hin manu ac u ing en i ies si ua ed wi hin he geog aphical bounda ies o he Czech Republic. A o al o 103 esponses we e ob ained, o which 15 we e disca ded due o ailu e o mee c i e ia such as sys em e o s, incomple e da a, and i ele an esponses. Thus, 88 pa icipan s we e included in he esul ing esea ch sample. These we e 9.09% o mic o companies, 20.45% o small companies, 18.18% o medium-sized companies and 52.27% o la ge companies. A quan i a i e app oach was used in da a p ocessing. Cu en s udies and a icles w i e abou di e en ways o manage o ganisa ions and sol e a ious p oblems. Howe e , no enough has been explo ed abou how e ec i e he EFQM model is o managing o ganisa ions. The main ques ion we wan ed o answe is how much he ideas om he EFQM model a ec manu ac u ing o ganisa ions o di e en sizes o how well hey con ibu e o ou comes in de ined a eas. We looked a exis ing esea ch and compa ed di e en managemen me hods o ind answe s. Then, we su eyed 88 o ganisa ions in he Czech Republic o collec in o ma ion. We de ised 34 esea ch ques ions o guide ou esea ch and c ea ed six hypo heses om hose ques ions. Ou main goal was o igu e ou how impo an each pa o he EFQM model is and how hese pa s a e connec ed. QUALITY INNOVATION PROSPERITY 28/1 – 2024 ISSN 1338-984X (online) 122 n mean sd median min max ange skew ku osis Economic ou comes 88 3.5 0.82 4 1 5 4 -0.88 0.67 Economic pe o mance indica o s 88 3.44 0.84 4 1 5 4 -0.74 0.24 REFERENCES Asi , M., 2020. 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Tomas U banekORCID 0000-0002-6307-2824 (T.U.) – Senio Lec u e , Depa men o S a is ics and Quan i a i e Me hods, Facul y o Managemen and Economics, Tomas Ba a Uni e si y in Zlín, Zlín, Czech Republic, e-mail: u ban[email p o ec ed]. AUTHOR CONTRIBUTIONS Concep ualisa ion, P.B.; Me hodology, P.B.; In es iga ion, P.B.; Da a cu a ion, T.U.; O iginal d a p epa a ion, P.B.; Re iew and edi ing, P.B.; Supe ision, P.B. and T.U.; P ojec adminis a ion, P.B. CONFLICTS OF INTEREST The au ho s decla e no con lic o in e es . The unde s had no ole in he design o he s udy; in he collec ion, analyses, o in e p e a ion o da a; in he w i ing o he manusc ip , o in he decision o publish he esul s. © 2024 by he au ho s. Submi ed o possible open-access publica ion unde he e ms and condi ions o he C ea i e Commons A ibu ion (CC-BY) license (h p://c ea i ecommons.o g/licenses/by/4.0/).