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


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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    • "Leadership fosters change in an organization through continuous im- 120 provement and open communication (Kaynak 2003) and this potentially explains the 121 improvement in financial performance, customer service and product quality. Studies 122 have also observed that leadership improves performance indirectly through its influ- 123 ence on other quality management practices (Anderson et al. 1995; Flynn et al. 1995; Q7 124 Ahire and O'Shaughnessy 1998; Wilson and Collier 2000). These assertions regarding 125 top management's role in quality management initiatives also hold for SSQI. "
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    ABSTRACT: Implementations of Six Sigma quality innovation (SSQI) have resulted in performance benefits for several leading firms. While SSQI has its roots in the foundations of Total Quality Management (TQM) and ISO 9000 certification, it presents a set of unique organizational practices and ideas that provide an opportunity for interesting and important investigations of relevance to operations and supply chain management. With a few notable exceptions, the academic literature in operations management has not given sufficient attention to various aspects of SSQI. In this paper, we identify some potential areas for future research and develop research questions pertaining to these areas. We call for theory-driven investigations by presenting a framework for linking SSQI research issues with appropriate theoretical perspectives. Using the unit of analysis and the various perspectives for managerial action as a basis, the typology presents six categories of organization theories. The typology provides a convenient basis for categorizing the research issues in SSQI based on their underlying theoretical rationale. We use the linkages between the research issues in SSQI and the theoretical perspectives to develop research propositions that could potentially aid and instigate theory-driven research studies in quality innovation.
    12/2015; 1(1). DOI:10.1186/s40887-015-0005-7
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    • "For instance, O'Rourke et al., (2001) and Lau et al. (2004) used the MBNQA award because of its international standard for performance excellence and its ability to provide a comprehensive framework for both practitioners and administrators; it is capable of identifying organizational strengths and weaknesses, as well as key areas for improvement. Other studies have adopted MBNQA for its ability to correspond with the basic principles of TQM (Evans and Jack, 2003; Wilson and Collier, 2000; Ahire et al., 1996; Black, 1993). "
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    ABSTRACT: Purpose - This paper aims to provide an assessment of the quality of management practices and implementation in hospitals operating in the West Bank of Palestine using the Malcolm Baldrige National Quality Award (MBNQA) Criteria. Design/methodology/approach - Based on the MBNQA Criteria, a survey of 51 hospitals was conducted using questionnaires, interviews and focus groups to gather data. Data were analyzed and compared across all administrative types of hospitals using the MBNQA points system. Findings - The results show that the performance of non-governmental organizations and private hospitals was superior with respect to all other administrative types. A closer look at the results show that all hospitals exhibit areas of concern such as human resource focus, information and analysis, as well as performance results. Research limitations/implications - Despite the exclusion of hospitals operating in the Gaza Strip, this research promotes critical management practices aimed at improving quality of management practices and their subsequent implementation in the surveyed hospitals. Practical implications - The MBNQA Criteria, as well as other quality assessment tools, can be used to measure the various activities of hospitals and identify competencies and weaknesses in a tangible manner to improve hospital performance. Originality/value - This paper presents a fresh perspective on the quality management issues in Palestinian hospitals to practitioners, administrators and academics using the MBNQA Criteria. Also, it serves as a foundation for future initiatives and programs aimed at improving quality in hospitals.
    International Journal of Organizational Analysis 05/2015; 23(2):213-232. DOI:10.1108/IJOA-03-2014-0747
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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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