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.
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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
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ABSTRACT: Purpose – The purpose of this paper is to investigate the dimensions of TQM, analyse interrelationships and their combined influence on results achieved in ISO certified engineering institutes in India. Design/methodology/approach – This study is based on the questionnaire survey of a sample of 216 faculty members serving in various ISO certified institutes of southern states of India. The data were obtained using a questionnaire that is in line with the self-assessment philosophy of European Foundation for Quality Management Excellence Model (EFQM). The dataset was subjected to exploratory factor analysis using SPSS17.0 program for Windows. The confirmatory and causal analyses were carried out using AMOS 16.0 software. Findings – The factor analysis confirmed the existence of ten important dimensions of TQM that guide ISO institutes in their quality journey. Structural equation modelling was used to validate the developed TQM model. Leadership of top management was the main driving force for establishing an effective quality management system (QMS) in engineering institutes. Research limitations/implications – The main limitation is related to the notion of causality. The study has considered perception data for the predictive analysis. Practical implications – The paper unfolds ten important TQM factors that need attention from education administrators to manage quality in engineering education. The six enablers of the proposed TQM model significantly influence result criteria. The results obtained in this study encourage academic leaders to implement TQM concepts in their institutes to achieve a higher level of stakeholder satisfaction. Originality/value – The paper is a new contribution to broad understanding of TQM concepts and their impact on performance measures in engineering education in India.Benchmarking An International Journal 04/2012; 19(2):177-192.