An Empirical Investigation of the Malcolm Baldrige National Quality Award Causal Model

Decision Sciences (Impact Factor: 1.36). 06/2007; 31(2):361 - 383. DOI: 10.1111/j.1540-5915.2000.tb01627.x

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.

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    • "In addition, there are empirical studies that measure organization performance by TQM criteria (Wilson and Collier, 2000; Fynes and Voss, 2001; Montes et al., 2003; Sila and Ebrahimpour, 2005). These studies investigate a variety of theoretical and empirical issues. "
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    ABSTRACT: The present study was conducted to bring the attention to the importance of applying total quality management (TQM) and their effects on organizational effectiveness, and particularly the hospital effectiveness. The main objective of the present study was to investigate the impact of applying TQM on the overall hospital effectiveness in the accredited governmental hospitals in Jordan that accredited from Health Care Accreditation Council (HCAC). The study population represented all health care professionals working in the five HCAC accredited governmental hospitals who were working for more than three years in the same hospitals. Study sample included 1290 employees. The response rate was 83.6 % of the total questionnaires distributed. TQM principles were: Leadership commitment to quality, Customer focus, Continuous improvement, Teamwork, Employee involvement, education and training. Study findings showed a significant impact of all TQM principles on the overall hospital effectiveness (p< 0.05). Using multiple linear regression analysis showed that TQM is a strong predictor of hospital performance (Beta =0.818, t=46.613, R2= 0.669, and p value = 0.000). Taken together, applying the principles of TQM increases the overall hospital effectiveness in the HCAC accredited governmental hospitals in Jordan.
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    • "The instrument can be used individually or in concert to produce a profile of organisation-wide QM practices. Second, the constructs of Saraph et al. (1989) represent the most comprehensive instrument to measure QM (Wilson & Collier, 2000) and have been widely recognised and empirically tested (Macinati, 2008; Miller et al., 2009; Talib, Rahman, & Qureshi, 2013). In addition, the framework of Saraph et al. (1989) is applicable to both manufacturing and service sectors (Claver, Tari, & Molina, 2003). "
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    ABSTRACT: To face the profound changes from both inside and outside, health-care sectors have begun to implement effective quality management (QM) practices following manufacturing and other service industries. However, there is relatively little literature on the development of reliable and valid measurement instruments to assess the implementation of QM practices in hospitals. Based on the high-class QM practices of manufacturing and other service industries, the paper extends the previous empirical research to the health-care sectors and creates a nine-construct measurement instrument. For validation purposes, a cross-sectional survey involving 204 quality managers and directors of large public hospitals was carried out between April and October 2013 in China. We explore the reliability, detailed item analysis and validity of the instrument by applying psychometric methods. Empirical results support the claim that the instrument developed in this study is reliable and valid. It could be an aid for hospitals to assess their QM status and identify the most important areas for quality improvement.
    Total Quality Management and Business Excellence 02/2015; DOI:10.1080/14783363.2015.1012059 · 0.59 Impact Factor
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    • "Processes and continuous improvement Wilson and Collier, 2000; Eskildsen and Dahlgaard, 2000; Curkovic et al., 2000; Pannirselvam and Ferguson, 2001. Learning Anderson et al., 1994; Hackman and Wageman, 1995. "
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    ABSTRACT: socialABSTRACTThis paper shows the results of the empirical study conducted in 186 tourist accommodation businesses in Spain certified under the “Q for Tourist Quality”, own System Quality Management. It was raised with the purpose of analyzing the structure of the relationship between critical quality factors and results-social impact, how they operate and the level of their influence on obtaining these results within the company. Starting from a deep theoretical revision we propose a theoretical model together with the hypotheses to be tested, and we proceed to validation using the technique of Structural Equation Models. The results obtained show that companies wishing to improve their social impact should take into account that leadership is the most important factor to achieve it. Leadership indirectly affects the social impact through its influence on alliances and resources, quality policy/planning, personnel management and learning.
    Revista de Administração de Empresas 11/2014; 54(6):692-705. DOI:10.1590/S0034-759020140609 · 0.21 Impact Factor
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