Arcle Impact of Adopng the Business Excellence Framework on Organizaonal Performance: A Qualitave study PM Krishnan * NMK Bhaa ** Abstract: Business Excellence Frameworks (BEFs) are primarily created based on the best pracces of outstanding organizaons, focusing on performing today and transforming for tomorrow in a sustainable way. Many business excellence frameworks (BEFs) have been developed across the world since the launch of the Malcolm Baldrige Naonal Quality Award and the Baldrige Performance Excellence Criteria in the U.S. in 1987. Based on the earlier systemac literature review findings on the impact of adopng business excellence frameworks (BEFs) on organizaonal performance, a set of research quesons was developed by the authors for the qualitave research. 15 organizaonal leaders were interviewed who have experience in the Business Excellence domain, and we obtained their responses against defined research quesons. Most leaders menoned that adopng BEFs impacts organizaons by improving their performance, but quanficaon is difficult. The triggers for adopng BEFs are aributed to the desire to win an award, transform the organizaon, or follow a corporate mandate. Most leaders felt that while triggers can be many, all bring improvement, hence an acceptable approach. Future research may focus on understanding the organizaonal performance impact based on the trigger for adopon, including whether the trigger influences the iniaves taken during the process as well as its outcome, with an India geography focus. Keywords: Business Excellence, EFQM, Business Excellence Award, Baldrige Excellence Framework, MBNQA, Organizaonal Performance, Transformaon, Impact * Research Scholar, Xavier Instute of Management & Entrepreneurship, Bangalore (A recognised Research Centre of the University of Mysore), Email: krishnan@xime.org ** Dean Research, Xavier Instute of Management & Entrepreneurship, Bangalore, (A recognised Research Centre of the University of Mysore) Email: nmbhaa@xime.org Journal of Management and Entrepreneurship, 17 (2), 2023: 92-106 A b s t r a c t