Abstract
The growth of any country depends upon the development of public sector organizations that satisfy the needs of their stakeholders and achieve their happiness. Therefore, and in order to fulfill the national strategies of United Arab Emirates (UAE), A Government Excellence Model; used to referred to as 4th G, has been developed to suit the requirements of UAE public sector organizations for achieving superior performance and a leading position worldwide. This paper uses the qualitative research technique to study the critical success factors which affect the implementation of UAE’s 4th G in the public sector. An ISM approach is applied to establish the interrelationship between the various critical factors. With the help of Fuzzy MICMAC technique, driver-dependence power diagraph is created. From our analysis, a new factor was identified by the experts participating in developing the ISM model that is “budget priorities”. It has been also found that “top-management commitment” has the highest driving power which helps in successful execution of 4th G excellence model. Variables “reputation” and “sense of belonging” have the highest dependence power. The success of these variables depends on the success of the variables below them. Finally, the limitations of using the above techniques are discussed and then suggestions are made for the further research.
This is a preview of subscription content, log in via an institution to check access.
Similar content being viewed by others
References
Agrawal NM (2019) Modeling Deming’s quality principles to improve performance using interpretive structural modeling and MICMAC analysis. Int J Qual Reliab Manag. https://doi.org/10.1108/IJQRM-07-2018-0204
Ahmad M, Tang XW, Qiu JN, Ahmad F (2019) Interpretive structural modeling and MICMAC analysis for identifying and benchmarking significant factors of seismic soil liquefaction. Appl Sci 9(2):233. https://doi.org/10.3390/app9020233
Ahrens T (2013) Assembling the Dubai Government Excellence Program: a motivational approach to improving public service governance in a monarchical context. Int J Public Sector Manag 26(7):576–592. https://doi.org/10.1108/IJPSM-06-2012-0079
Ahrens T (2014) Tracing the evolution of the Dubai Government Excellence Program. J Econ Adm Sci 30(1):2–15. https://doi.org/10.1108/JEAS-06-2013-0018
Aich S, Muduli K, Onik MMH, Kim HC (2018) A novel approach to identify the best practices of quality management in SMES based on critical success factors using interpretive structural modeling (ISM). Int. J Eng Technol 7(3.29):130
Ajmera P, Jain V (2019a) A fuzzy interpretive structural modeling approach for evaluating the factors affecting lean implementation in Indian healthcare industry. Int J Lean Six Sigma. https://doi.org/10.1108/IJLSS-02-2018-0016
Ajmera P, Jain V (2019b) Modelling the barriers of Health 4.0—the fourth healthcare industrial revolution in India by TISM. Oper Manag Res. https://doi.org/10.1007/s12063-019-00143-x
Al Shemaili SRR (2009) Self-assessment against EFQM excellence model in public sector in the United Arab Emirates. The British University in Dubai, Dubai
Aladwan SA, Forrester P (2016) The leadership criterion: challenges in pursuing excellence in the Jordanian public sector. TQM J 28(2):295–316. https://doi.org/10.1108/TQM-08-2014-0064
Al-Jalahma RS (2012) Impact of organizational cutlure on TQM implementation barriers. Brunel University, London
Anil AP, Satish KP (2016) Investigating the relationship between TQM practices and Firm’s performance: a conceptual framework for Indian organizations. Procedia Technology 24:554–561. https://doi.org/10.1016/j.protcy.2016.05.103
Aquilani B, Silvestri C, Ruggieri A, Gatti C (2017) A systematic literature review on total quality management critical success factors and the identification of new avenues of research. TQM J 29:184–213
Attri R, Dev N, Sharma V (2013) Interpretive structural modelling (ISM) approach: an overview. Res J Manag Sci 2319(2):1171
Bashir H, Ojiako U, Mota C (2019) Modeling and analyzing factors affecting project delays using an integrated social network-fuzzy MICMAC approach. EMJ Eng Manag J. https://doi.org/10.1080/10429247.2019.1656595
Ben Ruben R, Vinodh S, Asokan P (2016) ISM and fuzzy MICMAC application for analysis of Lean Six Sigma barriers with environmental considerations. Int J Lean Six Sigma 9:64–90
Bhosale VA, Kant R (2016) An integrated ISM fuzzy MICMAC approach for modelling the supply chain knowledge flow enablers. Int J Prod Res 54(24):7374–7399. https://doi.org/10.1080/00207543.2016.1189102
Boikanyo DH, Heyns M (2019) The effect of work engagement on total quality management practices in a petrochemical organisation. S Afr J Econ Manag Sci 22:1–13. https://doi.org/10.4102/sajems.v22i1.2334
Bou-Llusar JC, Escrig-Tena AB, Roca-Puig V, Beltrán-Martín I (2009) An empirical assessment of the EFQM excellence model: evaluation as a TQM framework relative to the MBNQA Model. J Oper Manag 27(1):1–22. https://doi.org/10.1016/j.jom.2008.04.001
Chandra D, Kumar D (2018) A fuzzy MICMAC analysis for improving supply chain performance of basic vaccines in developing countries. Expert Rev Vaccines 17(3):263–281. https://doi.org/10.1080/14760584.2018.1403322
Chang TH, Wang TC (2009) Using the fuzzy multi-criteria decision making approach for measuring the possibility of successful knowledge management. Inf Sci 179(4):355–370. https://doi.org/10.1016/j.ins.2008.10.012
Ciancio S (2018) The prevalence of service excellence and the use of business process improvement methodologies in Australian universities. J High Educ Policy Manag 00(00):1–19. https://doi.org/10.1080/1360080X.2018.1426372
Corredor P, Goñi S (2011) TQM and performance: is the relationship so obvious? J Bus Res 64(8):830–838. https://doi.org/10.1016/j.jbusres.2010.10.002
Dahlgaard JJ, Chen C, Jang J, Banegas LA (2013) Business excellence models: limitations, reflections and further development. Total Qual Manag Bus Excell 24(5):519–538
Damanpour F (1991) Organizational innovation: a meta-analysis of effects of determinants and moderators. Acad Manag J 34(3):555–590
Demircioglu MA (2017) Organizational innovation. In: Farazmand A (ed) Global encyclopedia of public administration, public policy, and governance. Springer, Berlin. https://doi.org/10.1007/978-3-319-31816-5
Dewangan DK, Agrawal R, Sharma V (2015) Enablers for competitiveness of indian manufacturing sector: an ISM-Fuzzy MICMAC analysis. Procedia Soc Behav Sci 189:416–432. https://doi.org/10.1016/j.sbspro.2015.03.200
Domingues P, Sampaio P (2014) Different perspectives on management systems integration. Total Qual Manag Bus Excell 25(4):338–351
Dubai Government Excellence Program (2016a) English translation of the criteria of the fourth generation of the government excellence system in Dubai. Dubai Government Excellence Program
Dubai Government Excellence Program (2016b). Training workshop the 4th. generation of the government excellence system in Dubai
Dubai Government Excellence Program (2019). Dubai Government Excellence Program Guidance 2020
Dube AS, Gawande RR (2016) ISM-fuzzy MICMAC approach for analysis of GSCM enablers. Int J Logist Syst Manag 24(4):426–451. https://doi.org/10.1504/IJLSM.2016.077281
Duperrin J, Godet M (1973) Méthode de hiérarchisation des éléments d’ un système: essai de prospective du système de l’ énergie nucléaire dans son contexte sociétal. To cite this version: HAL Id: hal-02185432
Farris DR, Sage AP (1975) On the use of interpretive structural modeling for worth assessment. Comput Electr Eng 2(2–3):149–174. https://doi.org/10.1016/0045-7906(75)90004-X
Fombrun C, Shanley M (1990) What’s in a name? Reputation building and corporate strategy. Acad Mark J 33(2):233–258
Ghufli AA (2012) Implementation of business excellence model: A case study of UAE public sector organisation. University of Manchester. https://www.research.manchester.ac.uk/portal/files/54515941/FULL_TEXT.PDF. Accessed 1 Jan 2020
Gómez Gómez J, Martínez Costa M, Martínez Lorente ÁR (2015) An in-depth review of the internal relationships of the EFQM model. TQM J 27(5):486–502. https://doi.org/10.1108/TQM-05-2013-0056
Helliwell JF, Layard R, Sachs JD (2018) UN world happiness report 2018
Hendricks KB, Singhal VR (1999) Don’t count TQM out. Evidence shows implementation pays off in a big way. Qual Prog 32(4):35–42
Hendricks KB, Singhal VR (2001) Firm characteristics, total quality management, and financial performance. J Oper Manag 19(3):269–285. https://doi.org/10.1016/S0272-6963(00)00049-8
Hiatt BJM (2006) ADKAR: a model for change in business, government and our community. Prosci, Colorado
Hietschold N, Reinhardt R, Gurtner S (2014) Measuring critical success factors of TQM implementation successfully—a systematic literature review. Int J Prod Res 52(21):6254–6272. https://doi.org/10.1080/00207543.2014.918288
International Organization for Standardization (ISO) (2011) ISO 31000 risk management—principles and guidelines. https://www.iso.org/standard/43170.html. Accessed 1 Jan 2020
International Organization for Standardization (ISO) (2015) Quantitative methods in process improvement—Six Sigma—competencies for key personnel and their organizations in relation to Six Sigma and Lean implementation. vol 2015
Jawad ANA, Bashir H (2015) Hierarchical structuring of organizational performance using interpretive structural modeling. In: IEOM 2015—5th international conference on industrial engineering and operations management, proceeding. https://doi.org/10.1109/IEOM.2015.7093829
Kandasamy WBV, Smarandache F, IIanthenral K (2007) Elementary fuzzy matrix theory and fuzzy models for social scientists. Pro Quest Information and Learning (University of Microfilm International), Automaton, Los Angels, CA
Kanji G (1998) Measurement of business excellence. Total Qual Manag 9(7):633–643. https://doi.org/10.1080/0954412988325
Kanji GK (2008) Architecture of business excellence in the public and service sectors. Total Qual Manag Bus Excell 19(4):399–415. https://doi.org/10.1080/14783360801987779
Kanji G, Moura ESP (2007) Performance measurement andbusiness excellence: the reinforcing link for the public sector. Total Qual Manag Bus Excell 18(1–2):49–56. https://doi.org/10.1080/14783360601043096
Khan U, Haleem A (2012) Smart organisations: modelling of enablers using an integrated ISM and Fuzzy-MICMAC approach. Int J Intell Enterp 1:248–269
Khan MI, Khan U, Haleem A (2014) Corporate social responsibility: modelling of critical factors using an integrated ISM and Fuzzy-Micmac approach. Int J Glob Bus Compet 9(1):1–13
Kim DY, Kumar V, Murphy SA (2010) European foundation for quality management business excellence model. Int J Qual Reliab Manag 27(6):684–701. https://doi.org/10.1108/02656711011054551
Kumar V, Sharma RRK (2017) Exploring critical success factors for TQM implementation using interpretive structural modelling approach: extract from case studies. Int J Product Qual Manag 21(2):203–228. https://doi.org/10.1504/IJPQM.2017.083774
Kumar S, Gorane S, Kant R (2015) Modelling the supplier selection process enablers using ISM and fuzzy MICMAC approach. J Bus Ind Mark 30(5):536–551. https://doi.org/10.1108/JBIM-01-2013-0012
Lasrado F, Uzbeck C (2017) The excellence quest: a study of business excellence award-winning organizations in UAE. Benchmarking 24(3):716–734. https://doi.org/10.1108/BIJ-06-2016-0098
Luburić R (2012) Synergistic effects of total quality management and operational risk management in central banks. Int J Qual Res 6(4):381–388
Maier AM, Moultrie J, Clarkson PJ (2012) Assessing organizational capabilities: reviewing and guiding the development of maturity grids. IEEE Trans Eng Manag 59(1):138–159. https://doi.org/10.1109/TEM.2010.2077289
Mani TP, Sá PME, Kanji G (2003) Finding the path to organizational excellence in Portugese local government: a performance measurement approach. Total Qual Manag Bus Excell 14(4):491–505. https://doi.org/10.1080/1478336032000047291
Mann R (2016) Business excellence models and awards for the public sector: a guidebook for national productivity organizations. https://doi.org/10.15713/ins.mmj.3
Mann R, Adebanjo D, Tickle M (2011) Deployment of business excellence in Asia: an exploratory study. Int J Qual Reliab Manag 28:604–627
Mannan B, Khurana S, Haleem A (2016) Modeling of critical factors for integrating sustainability with innovation for Indian small- and medium-scale manufacturing enterprises: an ISM and MICMAC approach. Cogent Bus Manag 3(1):1–15. https://doi.org/10.1080/23311975.2016.1140318
Mcadam R, Keogh W, Ahmed A, Tigani E, Gardiner P, Mcadam R, Keogh W (2013a) An exploratory study of business excellence implementation in the United Arab Emirates (UAE) public sector Management and employee perceptions. Int J Qual Reliab Manag. https://doi.org/10.1108/02656711311308402
McAdam R, Keogh W, Ahmed El Tigani A, Gardiner P (2013b) An exploratory study of business excellence implementation in the United Arab Emirates (UAE) public sector. Int J Qual Reliab Manag 30(4):426–445. https://doi.org/10.1108/02656711311308402
Milosan I (2014) Studies about the key elements of total quality management. 3(February):58–62
Mirsepasi N, Memarzadeh G, Reza N, Alizadeh M (2013) Model for Excellence in the public sector (case study of the public organization in Iran). J Basic Appl Sci Res 3(7):574–583
Mkheimer I (2018) The impact of leadership styles on business success: a case study on SMEs in Amman. Arab J Bus Manag Rev 8(2):1–9
Mohammad M, Mann R, Grigg N, Technology A, North P, Zealand N et al (2011a) Business excellence model: an overarching framework for managing and aligning multiple organisational improvement initiatives. Total Qual Manag Business Excell 22(11):1213–1236. https://doi.org/10.1080/14783363.2011.624774
Mohammad M, Mann R, Griggc N, Wagner JP (2011b) Business excellence model: an overarching framework for managing and aligning multiple organizational improvement initiatives. Total Qual Manag Bus Excell 22(11):1213–1236
Moheel B, Alkatheri S, AlSukhayri A (2019) Critical success factors of total quality management in software development. IARJSET 6(2):50–57. https://doi.org/10.17148/iarjset.2019.6208
Nambiar VR (2012) A grounded theory study on business excellence models in the United Arab Emirates. Dissertation Presented in Partial Fulfillment of the Requirements for the Degree Doctor of Business Administration. University of Phoenix
Nawaz K (2016) Factors affecting implementation of quality excellence framework at a senior management level in the context of Dubai. PhD thesis, University of Salford. http://usir.salford.ac.uk/id/eprint/40079/
Omidi A, Khoshtinat B (2016) Factors affecting the implementation of business process reengineering: taking into account the moderating role of organizational culture (case study: Iran air). Procedia Econ Finance 36(16):425–432. https://doi.org/10.1016/S2212-5671(16)30058-2
Organization for Economic Co-operation and Development (2002) Models of public budgeting and accounting reform. OECD J Budg 2:356
Palmberg K (2010) Experiences of implementing process management: a multiple-case study. Bus Process Manag J 16(1):93–113. https://doi.org/10.1108/14637151011017967
Qehaja AB, Kutllovci E, Pula JS (2017) Strategic management tools and techniques: a comparative analysis of empirical studies. Croat Econ Surv 19(1):67–99. https://doi.org/10.15179/ces.19.1.3
Raharjo H, Guglielmetti Mugion R, Eriksson H, Gremyr I, Di Pietro L, Renzi MF (2015) Excellence models in the public sector. Relationships between enablers and results. Int J Qual Serv Sci. https://doi.org/10.1108/IJQSS-01-2015-0011
Raval SJ, Kant R, Shankar R (2018) Lean Six Sigma implementation: modelling the interaction among the enablers. Prod Plan Control 29(12):1010–1029. https://doi.org/10.1080/09537287.2018.1495773
Rawabdeh IA (2008) Jordan Quality Award (King Abdullah II Award for Excellence (KAIIAE)): characteristics, assessment and benchmarking. Benchmarking Int J 15(1):4–24. https://doi.org/10.1108/14635770810854326
Sá PME, Kanji GK (2003) Leadership for excellence in the Portuguese municipalities: critical success factors, measurements and improvement strategies. Total Qual Manag Bus Excell 14(2):131–139. https://doi.org/10.1080/1478336032000051313
Samawi GA, Abutayeh B, Yosef FA, Mdanat MF (2018) Relation between total quality management practices and business excellence: evidence from private service firms in Jordan. Int Rev Manag Mark 8(1):28–35
Sampaio P, Saraiva P, Monteiro A (2012) A comparison and usage overview of business excellence models. TQM J 24(2):181–200. https://doi.org/10.1108/17542731211215125
Sánchez E, Letona J, González R, García M, Darpón J, Garay JI (2006) A descriptive study of the implementation of the EFQM excellence model and underlying tools in the Basque Health Service. Int J Qual Health Care 18(1):58–65. https://doi.org/10.1093/intqhc/mzi077
Saunders M, Mann R, Grigg N (2008) Review processes for improving business excellence frameworks. Int J Qual Reliab Manag 25(9):928–942. https://doi.org/10.1108/02656710810908089
Shanmugapriya T, Rajamanogary (2012) A conceptual study of factors influencing organization excellence. Int J Eng Manag Res (IJEMR) 2(1):1–7
Shehadeh RM, Al-Zu’bi ZMF, Abdallah AB, Maqableh M (2016) Investigating critical factors affecting the operational excellence of service firms in Jordan. Journal of Management Research 8(1):157. https://doi.org/10.5296/jmr.v8i1.8680
Simmons DE, Shadui MA, Preston AP (1995) Integrating TQM and HRM. Empl Relat 17(3):75–86. https://doi.org/10.1108/01425459510086910
Sreedharan RV, Sunder VM (2017) Critical success factors of TQM, Six Sigma, Lean and Lean Six Sigma: a literature review and key findings. Benchmarking. https://doi.org/10.1108/BIJ-08-2017-0223
Suárez E, Calvo-Mora A, Roldán JL, Periáñez-Cristóbal R (2017) Quantitative research on the EFQM excellence model: a systematic literature review (1991–2015). Eur Res Manag Bus Econ 23(3):147–156. https://doi.org/10.1016/j.iedeen.2017.05.002
Subramani AK, Akbar Jan N, Arumugam T, Sasikala MS (2019) Examining the relationship between critical success factors of total quality management implementation and business performance: a structural equation modelling approach. Int J Bus Excell 17(4):469–486
Talib F, Rahman Z (2011) Analysis of total quality management practices in manufacturing and service sectors. Int J Comp Internet Manag 19(Special Issue):1–8
Talib F, Rahman Z, Qureshi M (2011) Analysis of interaction among the barriers to total quality management implementation using interpretive structural modeling approach. Benchmarking 18(4):563–587. https://doi.org/10.1108/14635771111147641
Talwar B (2009) Comparative study of core values of excellence models vis-à-vis human values. Meas Bus Excell 13(4):34–46. https://doi.org/10.1108/13683040911006774
Talwar B (2011) Business excellence models and the path ahead. TQM J 23(1):21–35. https://doi.org/10.1108/17542731111097461
Tickle M, Mann R, Adebanjo D, Mann R (2016) Deploying business excellence—success factors for high performance. Int J Qual Reliab Manag. https://doi.org/10.1108/IJQRM-10-2013-0160
Toma S-G, Marinescu P (2018) Business excellence models: a comparison. Proc Int Conf Bus Excell 12(1):966–974. https://doi.org/10.2478/picbe-2018-0086
Toma SG, Naruo S (2017) Total quality management and business excellence: the best practices at Toyota Motor Corporation. Amfiteatru Econ 19(2):566–581
Van Der Waldt DLR (2004) Towards corporate communication excellence in a changing environment. Probl Perspect Manag 2(3):134–143
Van Der Wiele A, Williams ART, Dale BG (2000) ISO 9000 series registration to business excellence: the migratory path. Bus Process Manag J 6(5):417–427. https://doi.org/10.1108/14637150010353911
Vartiak L, Jankalova M (2017) The business excellence assessment. Procedia Eng 192:917–922. https://doi.org/10.1016/j.proeng.2017.06.158
Veltmeyer J (2012) A Critical investigation into the hierarchical nature of TQM drivers and enablers using structural modelling. Griffith University, Mount Gravatt
Wahab MHA-AA, Ismail M, Muhayiddin MN (2016) Factors influencing the operational excellence of small and medium enterprise in Malaysia. Int J Acad Res Bus Soc Sci. https://doi.org/10.6007/ijarbss/v6-i12/2496
Warfield JW (1974) Developing interconnected matrices in structural modelling. IEEE Trans Syst Men Cybern 4(1):81–87
Warfield JN (1976) Societal systems: planning, policy and complexity. John Wiley & Sons, New York, NY
Williams K, O’Reilly C III (1998) Demography and diversity in organizations: a review of forty years of research. In: Sutton RI, Staw BM (eds) Research in organizational behavior, vol 20. JAI Press. Greenwich, CT, pp 77–140
Willison J, Buisman-Pijlman F (2016) Total business excellence—a new management model for operationalizing International Journal of Quality & Reliability Management Total business excellence—a new management model for operationali. Int J Res Dev. https://doi.org/10.1108/MRR-09-2015-0216
Witek-crabb A (2017) Maturity of strategic management in organizations. Oeconomia Copernicana. https://doi.org/10.12775/OeC.2016.037
Yadav G, Desai TN (2017) Analyzing Lean Six Sigma enablers: a hybrid ISM-fuzzy MICMAC approach. TQM J 29(3):488–510. https://doi.org/10.1108/TQM-04-2016-0041
Yaghoubi NM, Bandeii M, Moloudi J (2011) An empirical study of the EFQM excellence model in Iran. Int J Bus Manag 6(5):260–268. https://doi.org/10.5539/ijbm.v6n5p260
Yan J, Zhang K, Zhu W, Fan Y (2019) An empirical framework for soft CSFs of TQM in Chinese manufacturing companies. TQM J 31(3):377–399. https://doi.org/10.1108/TQM-07-2018-0102
York KM, Miree CE (2004) Causation or covariation: an empirical re-examination of the link between TQM and financial performance. J Oper Manag 22(3):291–311. https://doi.org/10.1016/j.jom.2004.02.001
Zadeh L (1965) Fuzzy sets. Inf Control 8:338–353
Zairi M, Alsughayir AA (2011) The adoption of excellence models through cultural and social adaptations: an empirical study of critical success factors and a proposed model. Total Qual Manag Bus Excell 22(6):641–654. https://doi.org/10.1080/14783363.2011.580654
Zuurmond A, Jörg P, Dicks T, Woudenberg B (2007) Information quality as a mirror of government excellence. Meas Bus Excell 11(4):33–50. https://doi.org/10.1108/13683040710837919
Author information
Authors and Affiliations
Corresponding author
Additional information
Publisher's Note
Springer Nature remains neutral with regard to jurisdictional claims in published maps and institutional affiliations.
Rights and permissions
About this article
Cite this article
AlZawati, O.K., Bashir, H. & Alsyouf, I. Modelling and analyzing of critical success factors for implementing UAE’s Government Excellence Model in the public sector: an ISM and Fuzzy-MICMAC approach. Int J Syst Assur Eng Manag 11, 1107–1132 (2020). https://doi.org/10.1007/s13198-020-00963-2
Received:
Revised:
Published:
Issue Date:
DOI: https://doi.org/10.1007/s13198-020-00963-2