Sustainability, efficiency, and competitiveness in rail mobility: The adif-spain case study

García-Aranda J.R. (Universidad de Zaragoza) ; Ortega-Lapiedra R. (Universidad de Zaragoza) ; Bernués-Olivan J.

Resumen: This work aims to propose alternatives to the EFQM (European Foundation for Quality Management) Model from the perspectives of sustainability, efficiency, and competitiveness, with an application to the railway sector in Spain. Concerning improvement factors, a retroactive analysis is based on a second-degree confirmatory factorial analysis, suggesting a new grouping of factors. With respect to the transformation process, a systemic proposal of seven cross-cutting elements (Integral Framework for Transformation into Outstanding Organizations) is presented, providing a sequence of reflection and action initiatives to successfully address the current environmental sustainability, efficiency, and competitiveness challenges in the railway sector through a case study, ADIF (Administrador de Infraestructuras Ferroviarias). The proposal for this Integrated Framework for The Transformation of Organizations is carried out to consolidate the EFQM Model, not only as a management evaluation tool, but also as a quality of management and sustainability instrument, increasing its role as a driving mechanism for actions that generate an effective improvement and transformation in an organization dedicated to mobility. The confirmation of all the hypotheses related to the relationship between Leadership and Strategy, on the one hand explanations., and People, Alliances and Resources, and Processes on the other, along with the four Criteria of Results (People, Clients, Society, and Key Results), allows for the proposal of an EFQM Model that evolves around three major constructs: Guidance, Action, and Feedback. The implications of this work focus on three areas: (1) theoretical, as it is the first analysis of this magnitude to be performed in literature; (2) research, as it opens new hypotheses for contrasting with other organizations in the sector; and (3) management, as it proposes a sustainable organizational and business model. © 2021 by the authors. Licensee MDPI, Basel, Switzerland.

Idioma: Inglés

DOI: 10.3390/su13168977

Año: 2021

Publicado en: Sustainability (Switzerland) 13, 16 (2021), 13168977[13 pp]
ISSN: 2071-1050

Factor impacto JCR: 3.889 (2021)

Categ. JCR: ENVIRONMENTAL SCIENCES rank: 133 / 279 = 0.477 (2021) - Q2 - T2
Categ. JCR: ENVIRONMENTAL STUDIES rank: 57 / 128 = 0.445 (2021) - Q2 - T2
Categ. JCR: GREEN & SUSTAINABLE SCIENCE & TECHNOLOGY rank: 35 / 47 = 0.745 (2021) - Q3 - T3
Categ. JCR: GREEN & SUSTAINABLE SCIENCE & TECHNOLOGY rank: 7 / 9 = 0.778 (2021) - Q4 - T3

Factor impacto CITESCORE: 5.0 - Social Sciences (Q1) - Engineering (Q1) - Energy (Q2) - Environmental Science (Q1)

Factor impacto SCIMAGO: 0.664 - Energy Engineering and Power Technology (Q1) - Renewable Energy, Sustainability and the Environment (Q1) - Management, Monitoring, Policy and Law (Q1) - Geography, Planning and Development (Q1)

Tipo y forma: Article (Published version)

Área (Departamento): Área Organización de Empresas (Dpto. Direcc.Organiza.Empresas)