Human and social implications of excellence models: are they really accepted by the business community?

Total quality management (TQM) models claim to set the criteria for organisational excellence. In fact, some of them have been plainly named “excellence models”. However, while some of those criteria are ethically neutral, others have big ethical and social implications that deeply affect the nature of enterprises. This paper aims to discuss the human and social implications of TQM/excellence models and the impact that ethically‐relevant criteria have had – or not had – in more than ten years of use. The application of excellence model concepts to social and political organisations is also considered, and the case for the European quality vision is mentioned. The conclusive question is “Are excellence models changing corporate culture and executive behaviours, or are deeply rooted corporate cultures and executive behaviours going to change the models in the long run?”