An Empirical Investigation of the Malcolm Baldrige National Quality Award Causal Model
ABSTRACT The objective of this research is to test the theory and causal performance linkages implied by the Malcolm Baldrige National Quality Award (MBNQA). The survey instrument used a comprehensive set of 101 questions that were directly tied to specific criteria in the 1995 MBNQA Criteria. Results reported here represent the first published article that tests the MBNQA performance relationships and causal model using comprehensive measurement and structural models.In general, our research concludes that (1) The underlying theory of the MBNQA is supported that “leadership drives the system that causes results”; (2) Leadership is the most important driver of system performance; (3) Leadership has no direct effect on Financial Results but must influence overall performance “through the system”; (4) Information and Analysis is statistically the second most important Baldrige category; (5) the Baldrige category, Process Management, is twice as important when predicting customer satisfaction as when predicting financial results; and (6) a modified “within system” set of five Baldrige causal relationships is a good predictor of organizational performance.
- SourceAvailable from: Kym Fraser[Show abstract] [Hide abstract]
ABSTRACT: Purpose ‐ New car dealerships play an integral role in the initial and on-going relationship between the purchaser and vehicle manufacturer. Evidence, mostly anecdotal, suggests that the buying and servicing experience of the paying public in regards to new car dealerships is far from ideal. With continuous improvement systems such as total quality management (TQM) firmly embedded into the manufacturing and supply side of the car industry, questions still exist surrounding the level of quality being adopted by automotive dealerships. The purpose of this paper is to empirically investigate if a quality culture is being developed within the dealership network in South Australia by testing a number of key principles of TQM such as: the support and commitment from top management, customer focus and satisfaction, process management, and employee involvement. Design/methodology/approach ‐ A questionnaire survey was designed and all 105 new car dealerships in the greater Adelaide region were targeted. The service manager from each dealership was advised of the pending posted questionnaire and an excellent response rate of 66 percent was achieved. Findings ‐ Results indicated a reasonably high level of commitment to quality within dealerships, including the important success factors of TQM. Questions still remain about quality endorsement, the type of quality systems being used and the depth of penetration of quality at the ground level. Research limitations/implications ‐ The limiting features of this study surround the descriptive nature of the data analysis and the fact that the study was only conducted in one major city in Australia. Practical implications ‐ The findings of this paper can give some implications for senior managers to consider when developing firm's policies. Originality/value ‐ Empirical studies on quality in automotive dealerships are very scarce in the literature. Therefore, this paper provides an insight into the quality culture of new car dealerships and examines if key TQM principles such as top management support, customer focus, process management, and employee involvement are in fact practised.TQM Journal 01/2013; 25(1).
- [Show abstract] [Hide abstract]
ABSTRACT: Purpose – The purpose of this paper is to verify whether product orientation (make-to-order versus make-to-stock) affects how coordination mechanisms combine to influence quality performance in total quality management (TQM). Design/methodology/approach – The authors used survey response data from a large sample of single industry respondents (auto supplier industry) to test the research model. Findings – The study found support for the idea that organizational and inter-organizational coordination mechanisms influence product and process quality performance. Moreover, significance of many of these linkages varied according to whether the product orientation was make-to-order or make-to-stock. The study is one of the first to suggest that the influence of select coordination factors on performance can vary according to product orientation. Research limitations/implications – The study suggests that plant managers may pursue different approaches to implement select coordination factors (not all) according to whether their product focus is make-to-stock or make-to-order. Practical implications – The research isolates those select coordination mechanisms which have significantly different performance effects in one product orientation environment (make-to-order) versus another (make-to-stock). Managers interested in TQM implementation can gain insights into those select coordination mechanisms identified in this study that could positively enhance product quality and process quality performance. Originality/value – To the knowledge of the authors, this is the first study that has examined the contextual influence of product orientation on the relationships between select coordination mechanisms in TQM implementation and their impact on process and product quality.International Journal of Quality & Reliability Management 05/2012; 29(5):531-559.
Dataset: McFadden 2009