Abstract
The Malcolm Baldrige National Quality Award (MBNQA) has had a significant influence in many countries around the world. It has become a model upon which numerous state and international awards are based. A great deal of the literature acknowledges the importance of the MBNQA either by comparing it to other awards, testing the validity of the theoretical models underlying the Baldrige Criteria, or measuring its impact on stock performance. However, it seems that the current research does not investigate which practices are used in award administration. In this sense, this paper examines some organisational practices employed by the Baldrige National Quality Program (BNQP). It highlights the experience of the BNQP with regard to a national award organisational structure, the sharing of which may be of use for other award administrators, academics and others involved in the public sector. A number of organisational practices are in place at the BNQP aiming at increasing the effectiveness and efficiency of its services.
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