PurposeThe purpose of this paper is to analyse the level of corporate social responsibility (CSR) development, in accordance with the dimensions of Maon et al.’s (2010) model, which could be achieved when organisations adopt the EFQM model, as well as how the EFQM model can foster this CSR development.Design/methodology/approachThe research method chosen was a qualitative methodology involving multiple case studies. The empirical research relies on an in-depth study of four cases of organisations recognised by the EFQM model in Spain.FindingsThe findings show that, although a higher commitment to the EFQM model implies a greater level of CSR development, with the knowledge and attitudinal dimensions more developed than others, organisations still have to make CSR an internalised management ideology.Research limitations/implicationsThe very nature of the process of EFQM assessment does not ensure uniformity in all aspects of management. Limitations that are inherent to case studies: factors that can be chosen by the researcher, such as geographical location, size, sector and ownership, can have an influence on the characteristics of the CSR practices that are found.Practical implicationsThis study contributes to the literature on excellence by approaching the EFQM model as a tool to integrate CSR issues into management.Social implicationsA relationship between commitment to excellence and CSR development does exist.Originality/valueTo the best of the authors’ knowledge, no previous analysis has been performed to address the potential relationship between CSR development in accordance with Maon et al.’s (2010) model and commitment to excellence.
International Journal of Quality & Reliability Management – Emerald Publishing
Published: Jun 4, 2018
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