The effect of organizational excellence model on business improvement of construction organizations

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Rahmati Mahdi; Harfat Mohamadali

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Journal Paper

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Journal: Geography (Regional Planning) Year:2024 | Volume:13 | Issue:2 Page(s): 409-424

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Information Journal Paper

Title

The effect of organizational excellence model on business improvement of construction organizations

Author(s)

Rahmati Mahdi | Harfat Mohamadali | Issue Writer Certificate

Keywords

Organizational Excellence ModelQ4

productive organizationsQ4

ProductivityQ4

Abstract

This study examines the transformative effect of implementing the Organizational Excellence Model (OEM) in construction organizations. Through an empirical investigation conducted in a prominent white cement construction company in Tehran, this study investigates the multifaceted consequences of OEM adoption on key performance indicators. A sample of 50 employees was randomly selected to participate in the study and data was collected using standard questionnaires designed to measure organizational dynamics, Productivity and adherence to OEM principles. The findings emphasize the pivotal role of OEM in promoting organizational improvement in several dimensions. Customer-centric initiatives supported by OEMs, including strong feedback mechanisms, proactive communication, and strict quality control measures, are emerging as instrumental drivers for increasing customer satisfaction levels. At the same time, OEM implementation facilitates effective resource management and cost reduction strategies, enabling organizations to optimize resource allocation, minimize waste, and enhance financial flexibility. In addition, OEM serves as a foundation for improving organizational performance. Consequently, this research sheds light on the transformative potential of OEMs in the construction sector and serves as a beacon for organizations striving to navigate industry dynamics and emerge as exemplars of organizational excellence.

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