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“This is an Accep ed Manusc ip o an a icle published by Taylo & F ancis in
To al Quali y Managemen & Business Excellence on 2018, a ailable
a : h ps://doi.o g/10.1080/14783363.2016.1253465.”
Assessmen and imp o emen o o ganisa ional social impac
h ough he EFQM Excellence Model
A u o Cal o-Mo a,
Ma a Domínguez-CC
Fe nando C iado
Depa men o Business Adminis aon and Ma keng,
Uni e si y o Se ille, A . Ramón y Cajal,1, 41018 Se ille, Spain
Funding
This esea ch has been suppo ed by he Jun a de Andalucía (Regional
Go e nmen o Andalusia)
(Conseje ía de Economía, Inno ación y Ciencia), Spain (P oyec o de in esgación
de excelencia P10-SEJ-6081).
Assessmen and imp o emen o o ganisa ional social impac
h ough he EFQM Excellence Model
ABSTRACT
To al quali y managemen (TQM) and co po a e social esponsibili y (CSR) a e ele an
managemen philosophies and amewo ks ha o ganisaons use o help gene a e a
sus ainable compe e ad an age. This con ibuon aims o s udy he influence o TQM social
ac o s (leade ship and human esou ce) and TQM echnical and s a egic ac o s (S a egy-
Resou ces managemen and p ocess managemen ) wi h social esul s. The hypo heses
p oposed in ou esea ch model a e es ed on a sample o 116 Spanish companies, wi h
expe ience in TQM h ough assessmen s by means o he Eu opean Foundaon o Quali y
Managemen (EFQM) Excellence Model. The pa al leas squa es s uc u al equaons modelling
(PLS-SEM) app oach was used o es he esea ch model. Ou findings indica e ha he EFQM
Excellence Model is a eliable and alid amewo k wi h which o measu e and imp o e he
o ganisaonal social impac . The syne gies and heindi ec effec s be ween he TQM c ical
ac o s, in he EFQM Excellence Model amewo k, cons u e a managemen sys em. Mo eo e ,
he TQM social ac o s and S a egy-Resou ces managemen ac o s de e mine he efficiency
wi h which an o ganisaon manages i s key p ocesses, which ha e a significan impac on he
social esul s ha o ganisaons a e capable o achie ing.
Keywo ds: Quali y managemen ; TQM; EFQM model; social impac ; social esponsibili y
1. In oduc ion
In an inc easingly complex and unce ain en i onmen , di ec o s end owa ds mimec
isomo phism, ha is, aced wi h he unce ain y o he en i onmen hey end o beha e like
he o he ac o s in he o ganisaonal field. Fo ha eason, companies model hemsel es on
o he o ganisaons which sha e hei o ganisaonal con ex , choosing as models hose which
hey pe cei e as ha ing g ea e legimacy o g ea e success wi hin he field (DiMaggio &
Powell, 1983). The e o e, in an en i onmen domina ed by unce ain y, di ec o s end o
conside legima e hose p acces ha a e conside ed as ‘bes p acce’ in he o ganisaonal
field. This explains he p oli e aon o he o al quali y managemen (TQM) models and he ise
o co po a e social esponsibili y (CSR) (Maen & Moon, 2008). The impo ance o hese
quesons has led many au ho s o ask hemsel es i he key p inciples and ac o s o bo h
models con e ge o di e ge (Ba e, 2009). The basic queson is: can a company simul aneously
align i s TQM and CSR objec es and p acces?
TQM is a comp ehensi e managemen philosophy o ien ed owa ds achie ing excellen
esul s in elaon o s akeholde s (P ajogo & McDe mo, 2005). TQM has a global and s a egic
dimension, as i affec s no only he quali y o p oduc s, se ices, p ocesses, and managemen
o he o ganisaon, bu also he quali y o he elaonships ha i main ains wi h i s
en i onmen and main s akeholde s (Kok, an de Wiele, McKenna, &B own, 2001).
CSR e e s o he se o business p acces ha mee o exceed he economic, legal, e hical,
and philan h opic expec aons o socie y. I includes he o e all elaonships o he
o ganisaon wi h all o i s s akeholde s (Ta ı´, 2011). Fo ha eason, public au ho ies,
p o essional colleges, and consume s inc easingly demand ha companies con ibu e g ea e
benefi s o socie y and measu e hei posi e and nega e impac s wi hin i (Maen & Moon,
2008). CSR is in insically linked o he concep o sus ainable de elopmen and he
managemen o he economic, social, and en i onmen al impac s o he ope aons o
o ganisaons.
McAdam and Leona d (2003), Ola u, S ole iu, and S¸and u (2011), and Ta ı´ (2011) sugges
ha quali y managemen p acces acili a e he de elopmen o en i onmen al managemen ,
equi e e hical beha iou , need a s akeholde ocus, and may acili a e he de elopmen o
ac ies ha a e socially esponsible. I mus no be o goen ha all he abo e mus be
achie ed wi hin e ms o compe eness. This has b ough abou ce ain p essu e o in eg a e
he p inciples o CSR in o quali y managemen sys ems (ISO 9000), Excellence Models
amewo ks mo e used o implemen he p inciples and p acces o TQM. The es ablished
Excellence/TQM Models (Malcolm Bald ige Naonal Quali y Awa d, he Eu opean Foundaon
o Quali y Managemen Excellence Model, he Aus alian Business Excellence F amewo k, and
he Canadian F amewo k o Business Excellence) all inco po a e a social esponsibili y elemen ,
and ad oca e managemen p acces compable wi h he ideals o CSR (Ghobadian, Gallea , &
Hopkins, 2007).
F om he poin o iew o he specialised li e a u e, he fi s au ho s o ela e quali y
managemen p inciples and p acces wi h social esponsibili y we e e med quali y gu us.
Deming, Ju an, and C osby indica e he impo ance o he alues, e hical beha iou , he
mo aon, and he sas acon o he people (wo ke s and di ec o s) o he success o he
quali y inia es (Ba e, 2009). La e , he li e a u e has been ocused on analysing he impac
o TQM p acces on cus ome sas acon, wo ke s’ mo aon, and he company’s image
(Cal o-Mo a, Picón-Be joyo, Ruiz-Mo eno, & Cauzo-Boala, 2014). Along his line, Locke,
Moon, and Visse (2006) indica e ha an impo an pe cen age o a cles ocusing on
en i onmen al subjec s equi e g ea e aenon by he esea che s on he social and e hics
a eas. Ta ı´ (2011) indica es ha he e a e insufficien wo ks simul aneously assessing TQM
p acces and social esponsibili y in he same s udy, and also ha heo ecal s udies
p edomina e o e hose o an empi ical na u e, and ha wi hin hose o an empi ical na u e,
hose using quali a e me hodology a e mo e abundan han hose using quan a e
me hodology. In addion, al hough nume ous au ho s sugges he e a e elaonships be ween
bo h app oaches o managemen (Kok e al.,2001; Leona d & McAdam, 2003; Ma ´n-Caslla,
2002; Wi hanachchi e al., 2007), he e is no consensus in he li e a u e on he bes way o
in eg a e hem, o which models a e mo e effec e in hei implemen aon and imp o emen .
Agains his backg ound, he p esen s udy aises he ollowing objec es:
1) To analyse he sui abili y ( alidi y and eliabili y) o he EFQM Excellence Model o assess
and imp o e an o ganisaon’s social impac .
2) To s udy how o ganisaons can imp o e hei esul s in socie y h ough he
managemen o hei key p ocesses ela ed o he social impac and social esponsibili y o he
o ganisaon.
3) To e i y how a sui able s a egic managemen o esou ces and alliances (TQM),
s a egic and echnical ac o s) and he pa cipaon and in ol emen o he leade s and he
people o he o ganisaon (TQM social ac o s) a e he o e unne s o an efficien managemen
o he p ocesses and, indi ec ly, o he esul s and social impac o he o ganisaon.
4) To p opose a se ies o ecommendaons o companies, when iniang he p ocess o
assessmen and in e p e aon o he esul s o he social impac o he company, by means o
he EFQM model.
In his s udy, he EFQM Excellence Model (EFQM, 2003, 2010, 2013) was aken as a e e ence
o h ee main easons: (1) i is he mos used amewo k o he implemen aon o TQM
p inciples and p acces in o ganisaons (Cal o-Mo a e al., 2014; Samson & Te zio ski, 1999;
Van de Wiele, Dale, & Williams, 2000); (2) in 1991, i was he fi s Quali yAwa d ha explici ly
included he impo ance o measu ing he impac and he social esul s o an o ganisaon (Kok
e al., 2001) and, in he cu en e sion o he model, a specific c i e ion (Socie y esul s) is
ese ed o i ; and (3) as Ma n-Caslla (2002) indica es, gi en he non-p esc ip e cha ac e
o hese excellence models, i is possible o gi e hem an e hical and social esponsibili y ocus
when applying he excellence sea ch c i e ia.
This s udy connues wi h a e iew o he li e a u e in which he p inciples and e oluon o
TQM and CSR a e analysed. La e , he p oposed model is p esen ed, de ailing he hypo heses
ha will be es ed. This will be ollowed by a desc ipon o he me hodology and da a analysis
used. The esul s a e hen p esen ed, which a e ollowed by a discussion and he conclusions,
indicang limi aons and u u e lines o esea ch o he s udy.
2. Li e a u e e iew
2.1. TQM and CSR
TQM is a comp ehensi e o ganisaonal managemen app oach. This app oach is based on
he co ec in eg aon o ce ain cul u al alues and p inciples (connuous
imp o emen ,inno aon, and dynamism) in o he s a egy, s uc u e, and p ocesses o he
o ganisaon. To pu hese alues and p inciples in o p acce, o ganisaons use a se ies o
echniques, models, and sys ems o ien ed owa ds s akeholde sas acon and s eng hening
he compe eness o he o ganisaon.
Among he c ical ac o s o TQM idenfied in he li e a u e a e an o ganizaonal cul u e
o ien ed o connuous imp o emen ; a de e mined commi men and leade ship by he
managemen ; s a egic planning; connuous imp o emen ; a cus ome - and o he s akeholde -
ocused app oach; managemen based on da a and in o maon analysis; and he managemen
o pe sonnel, p ocesses and supplie s o o he pa ne s (Sila & Eb ahimpou , 2003). In his
espec , Rahman and Bullock (2005) classi y he c ical ac o s o TQM as ollows:
1) So aspec s, co esponding o social and beha iou al ac o s, such as an open and
flexible cul u e, he managemen ’s commi men and leade ship, he human esou ces
managemen , and he ocus on s akeholde s.
2) Ha d aspec s, associa ed wi h he echnical ac o s o he design, implemen aon and
imp o emen o he quali y managemen sys ems, such as he con ol and managemen
p ocesses, he use o p oblem-sol ing ools, and he managemen o esou ces and supplie
3) S a egic aspec s, ha is, he need o in eg a e he quali y objec es, plans, and policies
in o he gene al s a egic p ocess o he o ganisaon.
On he o he hand, CSR is defined as he commi men o an o ganisaon o assess and o
ake esponsibili y o he impac s ha i s decisions and ac ies ha e on socie y and he
en i onmen , by means o an e hical and anspa en beha iou ha akes in o conside aon
he in e es s o i s in e es ed pa es, ulfils he applicable legislaon and is consis en wi h
in e naonal s anda ds o beha iou , and is in eg a ed in o he whole o ganisaon and pu in o
p acce in i s elaonships (‘ISO, 26000’, 2012).
Acco ding o Ca oll (1991), he e a e ou s ages o social esponsibili y: economic, legal,
e hical, and philan h opic. The highes le el o social esponsibili y is philan h opy, which has a
posi e influence on he epu aon and he economic pe o mance o he o ganisaon
(B amme & Milling on, 2005). Fo Leona d and McAdam (2003), CSR e e s o he human igh s
o he wo ke s, p ese aon o he en i onmen , and in ol emen in he communi y and social
de elopmen . On he o he hand, Kok e al. (2001) find 14 key elemen s o CSR which hey
di ided in o h ee g oups:
1) Ex e nal en i onmen , which includes he elaonships wi h he communi y, he
consume s, he supplie s, and he sha eholde s.
2) In e nal en i onmen , which e e s o he cul u e o en i onmen al p o econ, wo king
condions, empowe men , and in ol emen .
3) E hical conscience, e e ing o he codes o beha iou , and e hical alues and codes.
Wi h espec o he elaonship be ween TQM and CSR, Leona d and McAdam (2003) ied
o cla i y his elaonship, based on he e hical oundaon o bo h models. F om he pe spec e

o CSR, business e hics a e no me e philan h opy, bu an essenal oundaon ha allows he
imp o emen o he o ganisaon and he de elopmen o socie y. Simila ly, he TQM p inciples
a e based on he e hics o connuous imp o emen o all he o ganisaonal p ocesses (Zai i &
Pe e s, 2002).
Thus, Ba e (2009) indica es ha he connuous imp o emen o quali y equi es a
commi men o exceed he expec aons o he cus ome s and o he s akeholde s, which
in ol es an impo an e hical base. Fo Moi (2001), CSR has a posi e impac on he p og ess
o businesses, as i educes ligaons, p o ec s he b and image, imp o es cus ome
sas acon, and educes absen eeism and employee u no e , whils e aining he pe sonnel
wi h he mos alen . Leona d and McAdam (2003) main ain ha CSR app oaches aspec s such
as employee sas acon, p o econ o he en i onmen , and sus ainabili y so ha i can be
defined in e ms o e hical legimacy o accep able e hical beha iou and, second, can be seen
om an ins umen al pe spec e in which he image and he goals o he o ganisaon a e a
p ima y conce n. In sho , TQM is consis en wi h he e hical legimacy and ins umen al ision
o CSR. This sugges s ha CSR can be inco po a ed in o o ganisaons mo e effec ely, and in
less me, by using he exisng alues, p inciples, and p acces o TQM (Ta ı´, 2011).
2.2. Social impac assessmen in he EFQM Excellence Model
The e a e diffe en amewo ks o implemenng he alues, undamen al p inciples, and
p acces ha cha ac e ise he whole TQM inia e. Abdullah, Uli, and Ta ı´ (2008) diffe ena e
be ween hem: (1) based on quali y gu us; (2) ex ac ed ae heo ecal and empi ical esea ch;
and (3) excellence models (Deming Model, Malcolm Bald ige Model, and he Eu opean
Foundaon o Quali y Managemen Model). In Eu ope, EFQM Excellence Model (EFQM, 2003,
2010, 2013) is he bes -known e e ence when in oducing and imp o ing a TQM sys em.
Gene ally, excellence models include a se o guidelines ha a e made a ailable o
o ganisaons so ha hey can de elop he concep s o TQM and pu hem in o ope aon (Bou-
Llusa , Esc ig-Tena, Roca-Puig, & Bel án-Ma n, 2009). The alidi y o excellence models o
TQM implemen aon has been widely s udied in he li e a u e. Alonso-Almeida and Fuen es-
F ias (2012), Bou-Llusa e al. (2009), Cu ko ic, Melnyk, Calan one, and Handfield (2000), Flynn
and Saladin (2001), Gómez Gómez, Ma nez Cos a, and Ma nez Lo en e (2015), and
Panni sel am, Si e d, and Ruch (1998) conclude ha he mos ex ended excellence models
(EFQM model and Malcolm Bald ige Naonal Quali y Awa d (MBNQA)) and hei c i e ia do
cap u e TQM co e concep s and can p edic he elaonships be ween TQM p ocedu es and
o ganisaonal pe o mance. Mo eo e , Cal o-Mo a, Picón-Be joyo, Ruiz-Mo eno, and Cauzo-
Boala (2015) poin ou how he use o he EFQM Excellence Model gua an ees ha he
managemen p acces employed o m a cohe en sys em.
The EFQM Excellence Model has a flexible na u e and can be applied o la ge and small
o ganisaons, in he public and p i a e sec o s, as well as o indus ial and se ice companies
(EFQM, 2003, 2010, 2013). In addion, i is a dynamic model ha has e ol ed and adap ed o
social changes. The base o he applicaon o he model and he imp o emen o he
managemen is sel -assessmen . Sel -assessmen measu es he le el o quali y eached in an
o ganisaon h ough a se ies o c i e ia and managemen and pe o mance indica o s. Once he
sel -assessmen has been made, o which diffe en me hodologies exis , he o ganisaon can
op o ce ain s amps o ecognion o may e en choose o p esen a candidacy o diffe en
quali y awa ds. Fo his, i will ha e o be subjec ed o a p ocess o ex e nal assessmen by
independen expe s who will make a de ailed analysis be o e hey e i y he sel -assessmen
epo p esen ed by he o ganisaon.
In o de o achie e sus ained success in he managemen o he EFQM Excellence Model, he
in eg aon o h ee componen s is p oposed (Figu e 1): undamen al concep s o excellence,
EFQM Excellence Model c i e ion, and Resul s, App oaches, Deploy, Assess and Refine (RADAR)
logic (EFQM, 2003, 2010, 2013).
The eigh undamen al concep s o excellence ou line he oundaon o achie ing
sus ainable excellence in any o ganisaon. They can be used as he basis o desc ibe he
a ibu es o an excellen o ganisaonal cul u e. The undamen al concep s o excellence a e
(EFQM, 2013) adding alue o cus ome s; c eang a sus ainable u u e; de eloping
o ganisaonal capabili y; ha nessing c ea i y and inno aon; leading wi h ision, inspi aon,
and in eg i y; managing wi h agili y; succeeding h ough he alen o people; and sus aining
excellen esul s o e me.
The p e iously p esen ed p inciples a e condensed in o nine dimensions o c i e ia which
se e as a guide o he implemen aon o he managemen sys em and he measu emen o
he esul s. These c i e ia a e specified in fi e enable s (leade ship, policy and s a egy,
pa ne ships and esou ces, people, and p ocess), and ou ypes o esul s which he
o ganisaon aains (cus ome s, employees, socie y, and o he key esul s).
To de elop each c i e ion wi h mo e de ail, hese con ain a a iable numbe o subc i e ia.
Al oge he , he model conside s 32 sub-c i e ia which a e o be app oached when ca ying ou
he comple e sel -assessmen (EFQM, 2003, 2010, 2013).
Figu e 1. The s uc u e o he EFQM Excellence Model.
On he o he hand, he RADAR logic scheme p o ides a s uc u ed app oach o making he
sel -assessmen on he basis o he EFQM model. The elemen s App oaches, Deploy, Assess and
Refine a e applied o he agen s c i e ion and con ibu e e idence on how he o ganisaon is
doing. The Resul s elemen is used o assess he esul s c i e ion and analyse wha he
o ganisaon ob ains, as a esul o i s effo s.
In he EFQM model has been inco po a ed he g owing impo ance o he CSR and
sus ainabili y o he managemen excellence in he o ganisaons. Fo example, in he 2003
e sion CSR was fi s in oduced as a Fundamen al Concep , whils in 2010 100 poin s we e gi en
o c i e ion 8 ins ead o he 60 poin s o he p e ious e sion. The 2013 e sion included, o he
e y fi s me, opics such as posi e impac in he o ganisaon, iple boom line, and
accoun abili y.
2.2.1. Social impac and undamen al concep s o excellence
The aspec s ela ed o he social impac o he o ganisaon a e p esen in he undamen al
concep s and, specifically, in he so-called C eang a sus ainable u u e. In his ega d, excellen
o ganisaons adop a s ic e hical app oach, a e anspa en , and a e accoun able o hei
s akeholde s o hei pe o mance as esponsible o ganisaons. They conside and p omo e
social esponsibili y and en i onmen al p o econ.
The social esponsibili y o o ganisaons is defined in hei alues and in eg a ed in o hem
by means o public and anspa en commi men s, which con empla e all s akeholde s. In
addion, hey sas y and exceed he expec aons, s anda ds, and laws ha a e applicable o
hem. Also, hey manage isks, and hey seek and p omo e oppo unies o collabo a e wi h
socie y in mu ually beneficial p ojec s, p omong and main aining a high le el o confidence
among hei s akeholde s. They a e awa e o hei impac on he p esen and u u e communi y
and hey a e conce ned abou educing any ad e se impac o he minimum (EFQM, 2003, 2013;
Ola u, Dinu, S ole iu, Sand u, & Dinca˘, 2010).
2.2.2. Social impac and he EFQM Excellence Model c i e ion
Wi hin he esul s c i e ion, Socie y Resul s analyses he social impac o he o ganisaon. In
his poin , i is necessa y o highligh ha o he EFQM Excellence Model, ‘socie y’will be he
pa es which a e in some way in e es ed in he o ganisaon, wi h he excepon o
sha eholde s, cus ome s, supplie s, and employees, as hese s akeholde s a e conside ed in he
es o he esul s c i e ion.
C i e ion 8 indica es ha excellen o ganisaons ake exhaus e measu es and each
excellen esul s wi h espec o socie y, including he collabo aon o he o ganizaon wi h
philan h opic ac ies, elaonships wi h au ho ies, e hics, social esponsibili y, en i onmen
p o econ, e c. Wi hin c i e ion 8 he e a e 2 sub-c i e ia: 8a. Measu es o pe cepon and 8b.
Pe o mance indica o s which speci y and de ail how o each and imp o e he social impac o
he o ganisaon.
Mo eo e , despi e CSR and sus ainabili y ha ing a s ong p esence in social esul s c i e ion,
his is no he only c i e ion in which EFQM included hem. The undamen al concep o
excellence ‘C eang a sus ainable u u e’ is ela ed in h ee sub-c i e ia in Leade ship, one in
S a egy, wo in Pa ne ships and Resou ces, and one om P ocesses (EFQM, 2013).
In sho , i can be seen ha he EFQM Excellence Model includes he mos significan aspec s
o CSR when app oaching he analysis o he social impac o an o ganizaon (Ascigil, 2010;
McAdam & Leona d, 2003; Ola u e al., 2011). Mo e specifically, Kok e al. (2001) conclude ha
c i e ion 8 o he EFQM Excellence Model con empla es 9 o he 14 aspec s ha hese au ho s
conside essenal o CSR: Communi y elaons, social esponsibili y and new oppo unies,
mino ies/di e si y and wo king condions, e hics awa eness, educaon and aining,
consume elaons, na u al en i onmen , supplie elaons, and he physical en i onmen .
3. Resea ch model and hypo heses
The esea ch model and he hypo heses (Figu e 2) ha e been posed, based on he s uc u eo
he EFQM Excellence Model, i s basic p emise, and he e iew o he specialised li e a u e on
TQM, he EFQM Excellence Model, and CSR. Rega ding TQM p acces, he enable s o he EFQM
Excellence Model ha e been aken as e e ence and, mo e specifically, he g ouping made by
Cal o-Mo a e al. (2014). Th ough
Figu e 2. Resea ch model and hypo heses.
a ac o analysis, he s udy summa ises he enable s o he EFQM Excellence Model in o
h ee ac o s: Fac o 1, which consis s o he TQM social ac o s and includes leade ship and
human esou ces managemen . Fac o 2, he s a egic esou ces managemen o pa ne s has
elemen s ela ed o s a egy o mulaon and e iew. These a e based on in o maon,
indica o s, and o ganisaonal lea ning, as well as on ac o s ela ed o ex e nal pa ne ships
(supplie s and pa ne s) and esou ce managemen . Fac o 3, p ocess managemen ,
encompasses he o ganisaon’s key p ocesses in o de o gene a e an inc easingly g ea e alue
o he cus ome s and o he s akeholde s (Table 1).
The g ouping o he enabling agen s om he EFQM model p oduced by Cal o-Mo a e al.
(2014) was chosen as e e ence, as i allows wo king wi h an ope aonally simple esea ch
model (3 cons uc s o la en a iables, ins ead o he 5 con ained in he o iginal EFQM model).
In addion, he p oposed model is comple e, as i includes he key elemen s o he TQM
idenfied in he li e a u e (Rahman & Bullock, 2005). The g ouping o he enabling agen s o he
EFQM model in o so, s a egic, and ha d is also used in o he s udies such as hose by Bou-
Llusa e al. (2009), B own (2002), and Reine (2002).
In sho , he esea ch model is based on finding which quali y managemen p acces may
acili a e he de elopmen o social esponsibili y. Mo e specifically, an o ganizaon can manage
and imp o e i s impac on socie y h ough he managemen and imp o emen o i s key
p ocesses. Howe e , o an efficien managemen o he p ocesses, he o ganisaon mus ha e
he pa cipaon and in ol emen o i s leade s and i s people (social ac o s), as well as a
sui able s a egic managemen o i s esou ces and ex e nal alliances wi h he main pa ne s
wi h which i in e ac s (s a egic esou ces managemen ac o s).
3.1. TQM social ac o s as d i e s o TQM inia es
The leade ship o he managemen and he in ol emen o he human esou ces a e
conside ed de e mining ac o s o he success o he TQM and CSR inia es (Fo opoulos &
Psomas, 2010; Pede sen & Nee gaa d, 2008). Thus, he managemen mus ac as a guide and
d i e in he p ocess o implemen aon o he EFQM Excellence Model, and mus c ea e and
sp ead he alues o excellence in managemen , as well as es ablishing goals and objec es ha
a e consis en wi h hese alues (Cal o-Mo a e al., 2014). F om he CSR pe spec e, leade s
mus conside he needs o all s akeholde s, c eang models o e hical and socially esponsible
beha iou a all le els o he o ganisaon (Ta ı´, 2011).
The impac o he p ocesses on he esul s ha he o ganisaon eaches in socie y has been
indica ed in he s udies by Al-Tabbaa, Gadd, and Ank ah (2013), Bena ides-Velasco, Quin ana-
Ga cı´a, and Ma chan e-La a (2014), and Ola u e al. (2011). Mo e specifically, Ál a ez Ga cía,
Rama, Vila Alonso, and F aiz B ea (2014), in a s uc u al analysis o he enabling agen s o he
EFQM model and he social impac , find posi e and significan elaonships be ween
managemen by p ocesses and social impac (0.371; R2= 13.8%). Howe e , in ou wo k, he
elaonship be ween bo h a iables and he explana o y a iance pe cen age is mo e ele a ed.
The p oposed model also shows ha he social impac o he o ganisaon canno be
imp o ed solely by o ienng he key p ocesses and ac ies o he o ganizaon owa ds a
socially esponsible managemen (Rocha, Sea cy, & Ka ape o ic, 2007). The in ol emen o he
main supplie s and pa ne s, he efficien managemen o he esou ces, and he s a egic
conside aon o quali y and he CSR (S a egy-Resou ces managemen ac o s) a e also c ical
a iables. This ac is in acco dance wi h ha poin ed ou by Al a ez Ga cia e al. (2014),
Abdullah e al. (2008), and Rahman and Bullock (2005). This aspec is e ified on analysing he
e y high influence ha hese a iables ha e on P ocess managemen (H3), which explains
46.05% o i s a iance (Table 3). In addion, he S a egy-Resou ces managemen ac o s ha e
an indi ec influence on Social esul s (Table 3).
Finally, he ob ained esul s show ha companies which wish o imp o e hei esul s and
hei social impac mus ake in o accoun ha TQM social ac o s a e he mos impo an in his
espec . In his espec , managemen leade ship and people managemen indi ec ly affec he
social impac h ough hei influence on he S a egy-Resou ces managemen ac o s and
P ocess managemen a iables (Indi ec effec = 0.3426). In addion, TQM social ac o s ha e a
significan di ec effec on S a egy-Resou ces managemen ac o s (H1) and P ocess
managemen (H2) and explain a high pe cen age o he explained a iance o bo h a iables,
specifically 65.56% and 19.42%, espec ely (Table 3). Al hough no di ec ly ela ed o he social
impac , he exis ence o mulple indi ec effec s, be ween he key ac o s o TQM and he
esul s, has also been s udied by Cu ko ice al. (2000), Sua ez, Cal o-Mo a, and Roldan (2016),
and Tu uncu and Kucukus a (2007).
7. Conclusions, limi a ions, and u u e esea ch lines
7.1. Academic and heo ecal implicaons
As has been indica ed in he discussion, i is no possible o find a unique managemen ac o
which affec s he esul s ha he o ganisaon achie es in socie y. This ac co obo a es he
mulple elaonships ha exis be ween he agen s (c i e ia and sub-c i e ia o he EFQM
model) which o m he managemen sys em. Below, we p esen he elaonhips which we
conside he mos impo an o he imp o emen o he social impac o he o ganisaon.
 The whole p ocess begins wi h he leade ship. The highes manage s mus c ea e he
e hical and social p inciples and alues o he o ganisaons. They mus also lead by
example o in ol emen wi h, and ulfilmen o , hese p inciples and alues as cul u al
bases, h ough acon and beha iou . These p inciples and alues mus be ansla ed
in o acons by he managemen in esponse o he demands o socie y. These aspec s
a e included in he Social ac o s o he p oposed esea ch model.
 The in eg aon o he aspec s ela ed o CSR in o he policy and s a egy. The key
elemen s o his a e as ollows: (1) he communicaon and he esul s o he CSR policy
o he o ganisaon; (2) he policies and equali y o oppo unies; (3) demand o he
ulfilmen o alues and he de elopmen o acons in CSR om supplie s and pa ne s;
and (4) he implemen aon o s anda dised sys ems o managemen in mae s o he
en i onmen (ISO 14000) and CSR (ISO 26000). These elemen s a e included in he

S a egy-Resou ces managemen ac o s and p ocess managemen dimensions o he
p oposed model.
7.2. Implicaons o business managemen
The conce n o he o ganisaon abou sas ying he expec aons o he people and
ins uons ela ed o i obliges i o conside in i s s a egy he need o ac in e ms o social
esponsibili y and o measu e i s impac in he socie y in which i unde akes i s ac i y. Sll
ecognising he inhe en subjec i y o o ganisaonal e hics, unde s ood in i s wides sense, he
espec o ce ain social s anda ds (whe he sanconed by he effec e legali y o no ) o ms
pa o a TQM, which seeks long- e m objec es. This may lead o he sac ifice o ob aining
ce ain sho - e m p ofi s in he in e es o he oppo uni y o show a udes which con ibu e
o a posi e social image o he o ganisaon. In a b oade sense, he managemen and
connuous imp o emen o quali y in ol e conside ing he social cus ome as consisng o he
diffe en segmen s ha cons u e he o ganisaonal mac o-en i onmen (polical-legal,
economic, en i onmen al, and sociocul u al). In addion, he o ganisaon mus no o ge ha
he elaonships wi h i s s akeholde s a e based on a balance be ween igh s and obligaons;
ha is, hey mus no only ecei e, bu also gi e. Thus, a elaonship o confidence be ween an
o ganisaon and socie y can a ise which will lay he oundaons o a socially esponsible
beha iou .
7.3. Recommendaons o assessmen and imp o emen o social impac
A se ies o acons a e de ailed below ha companies would ha e o de elop o effec ely
assess wha hey a e doing o sas y he social clien and how o imp o e hei posioning and
social image:
 Clea ly iden y he s akeholde s ha i includes in he g oup called ‘socie y’, as well as
hei needs and expec aons.
 Es ablish objec es ela ed o social impac : image; deg ee o influence on he local and
naonal economy; e hics; suppo o educaonal, spo ng, o cul u al ac ies; philan h opic
o suppo ac ies o no - o -p ofi o ganisaons; p e enon o occupaonal isks; p o econ
and p ese aon o he en i onmen ; e c. .
 Main ain he commi men and in ol emen o he leade s and highes manage s o he
o ganisaon, who mus c ea e he e hical alues and gi e an example o hei applicaon as
cul u al bases o acons and beha iou .
 In ol e and mo a e all he people o he o ganisaon and make hem see he
impo ance o hei ole in he imp o emen o he social impac .
 Demand e hical and socially esponsible alues and beha iou om he main supplie s
and pa ne s.
 Explici ly es ablish a policy and s a egy elang o social esponsibili y.
 Implemen sui able channels o ga he ing in o maon, communicang and elang
wi h socie y, and e aluang hei effec eness (su eys, epo s, news in he media, meengs
wi h in e es g oups, Ma ke esea ch, e c.).
 Iden y and effec ely manage he key p ocesses in ol ed in he elaonships ha he
company main ains wi h socie y and which can ha e he g ea es impac on i .
 Es ablish p og ammes and plans and assign specific esou ces o imp o e he social
impac .
 Design a sys em o measu emen indica o s ha allow he moni o ing o he
effec eness o he p ocesses, p og ammes, and plans ela ed o he social impac o he
o ganisaon.
 Es ablish he mechanisms o in o ming and main aining a fluid dialogue wi h he social
s akeholde s.
7.4. Limi aons and u u e esea ch lines
The in e p e aon o he esul s and conclusions o his s udy a e subjec o a se ies o
limi aons. The fi s limi aon is due o he echnique used o he p oposed model: s uc u al
equaon modelling, which assumes he linea i y o elaonships be ween he la en a iables.
The second is ela ed o he noon o causali y. Ou s udy has conside ed a so modelling
app oach, o ien ed mo e owa ds p edicon han causali y. The hi d limi aon e e s o he
design o he esea ch being c oss-seconal ins ead o longi udinal. The ou h limi aon is
ela ed o he sample and da a collecon. In his sense, he sample size and he pe iod o me
in which he da a ha e been collec ed (six yea s) may affec he in e p e aon o he esul s and
conclusions. Finally, he geo-g aphical a ea selec ed o analysis can affec he esul s and
conclusions. In his espec , e hical alues and social o ien aon o he companies can be
diffe en om one geo-g aphical con ex o ano he .
The indica ed limi aons cons u e challenges o he de elopmen o new esea ch. In
pa cula , we can indica e he ollowing: (1) To e i y i he esul s ob ained wi h ou esea ch
can be eplica ed, segmenng he sample by size; (2) o deepen he unde s anding o he
indi ec elaonships in he model h ough he analysis o he mediang effec s o he S a egy-
Resou ces managemen ac o s and P ocess managemen a iables.
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