A Systemic Analysis of the Criteria in the Tayyeb Organizational Excellence Model Using the ISM Technique

Background and Objective: In recent years, with the acceleration of environmental, social, technological, and cultural changes, organizations have increasingly needed mechanisms to adapt effectively to these dynamics. Organizational excellence models have become a common response to such needs. However, many of these models especially international ones—face challenges during localization, such as a lack of cultural, structural, and value alignment. The Tayyeb Organizational Excellence Model is an indigenous Iranian model that aims to embed Islamic and national values within the structure of organizational excellence. Despite its strengths, one of its key weaknesses is insufficient attention to systemic thinking and the lack of consideration for inter-criteria interactions within the organization. This research aims to analyze the criteria of the Tayyeb Excellence Model using Interpretive Structural Modeling (ISM) to present a more comprehensive and applicable view of its internal relationships.
Materials and Methods: This is an applied research with a descriptive-analytical approach. First, 26 core criteria of the Tayyeb model were identified through literature review and official model documentation. Then, using ISM and expert judgment (including university professors, organizational managers, and excellence model assessors), relationships between the criteria were analyzed. A paired comparison questionnaire was employed to determine the nature of interactions among the elements. Based on these responses, the Structural Self-Interaction Matrix (SSIM), the Initial Reachability Matrix, and the Final Reachability Matrix were developed. Finally, hierarchical level partitioning was conducted, and an interpretive structural model of interactions was illustrated.
Results: The analysis revealed that four categories of criteria—namely "Purpose, Vision, and Strategy," "Sustainable Value Creation," "Performance Drivers and Transformation," and "Operational and Strategic Performance"—are the most influential components of the model. These are considered key drivers of organizational excellence within the Tayyeb framework. The criterion of "Stakeholder Engagement" was identified as the most dependent and the least influential, implying that its development largely depends on improvements in other areas. Additionally, the criteria of "Leadership and Organizational Culture" and "Stakeholder Perception" were positioned at the intermediate level of the model and are not easily improved directly, suggesting that their enhancement requires systemic changes in related criteria. The final ISM model also highlighted the predominantly bidirectional relationships between criteria, emphasizing the need for a holistic and systems-oriented approach to model implementation.
Conclusion: By applying a systemic perspective through the ISM technique, this study provided a structured and hierarchical model of interactions among the Tayyeb Excellence Model’s criteria. The findings suggest that successful implementation of the model requires simultaneous focus on foundational and highly influential criteria, and that linear or fragmented approaches are insufficient for achieving sustainable excellence. It is also recommended that organizations invest in system-thinking education, establish advisory units, and design strategies to foster systemic thinking in managerial practices. Furthermore, this research offers a foundation for future studies to evaluate the model in various industrial and service organizations and to develop systemic performance assessment tools within the organizational excellence domain.