National Quality Award Research Articles

Strategic plans on the context of business excellence models and its financial impact: the case of the Cavendish banana grower cooperatives

PurposeThis study was conducted to assess the alignment of the strategic plans of the Cavendish banana grower cooperatives to business excellence models (BEMs) and to determine its financial impact to elucidate the performance of the respective cooperatives. This is anchored on the primary objectives of cooperative business sustainability, expansion and sustained competitiveness, all of which are significantly impacted by the strategic plans. The BEMS establish the parameters that are useful in determining how well the strategic plans correspond.Design/methodology/approachQualitative and quantitative methods were used in this study. Strategic plans and audited financial statements (FS) for calendar year (CY) 2021 and 2022 of two Cavendish banana grower cooperatives in Region XI on the context of BEMs were evaluated and examined using the Malcolm Baldrige National Quality Award and Philippine Quality Award. Of the seven criteria, only five were considered as follows: organizational profile, leadership, strategy, workforce, process and result. The first four were taken from strategic plans, while result was from audited FS.FindingsThe strategic plans of the two cooperatives selectively satisfy some of the sub-criteria of each of the four criteria. Furthermore, the cooperatives followed the usual basic contents of and briefly presented in the strategic plans the strengths, weaknesses, opportunities and threats (SWOT) analysis, strategic objectives, plans, targets and timelines. This suggests that the cooperatives are not familiar with the BEMs which could be attributed to the educational qualifications of the directors and officers, or possibly not introduced by the Cooperative Development Authority (CDA). On the financial performance, one cooperative has impressive records but generally had lower performance in 2022 compared to 2021.Research limitations/implicationsThis study covers only Cavendish banana grower cooperatives particularly located in the Southeastern part of Mindanao (CDA, 2021) in the Philippines where people are mostly of similar culture. This does not represent much diverse culture; thus, this may work only in organizations with similar culture. In other industries or organizations where cultural diversity occurs, there may be a need to conduct study to determine the level of adoption of BEMs by the cooperatives. On the other note, the samples are very limited that generalizability cannot be made. Conducting a similar study involving many cooperatives is suggested.Originality/valueThis study explores the alignment of the Strategic Plans of the Cavendish banana grower cooperatives to BEMs which has long been neglected.

Total Quality Management Lean Practices and Firm Performance: Integrated Approach Using MBNQA Criteria in the Thai Automotive Industry

Abstract In an increasingly competitive global automotive landscape, the strategic integration of Total Quality Management (TQM) and Lean Practices (LP) has emerged as a crucial determinant of operational excellence and sustained organizational performance. Grounded in empirical evidence from the Thai automotive sector, this study explores the intricate synergies between TQM with Malcom Baldrige National Quality Award (MBNQA) dimensions, lean implementation, and firm performance. This study employs the quantitative research method, where the measurement scales for each construct were adopted from the literature and reviewed by academics. Data were collected from 854 manufacturing firms in Thailand through a mail survey method. This study applied a two-step structural equation modeling (SEM) process. The findings reveal a robust direct effect of TQM (leadership, strategy planning, customer and workforce focus) on firm performance, underscoring its pivotal role. Notably, TQM also exhibited a substantial indirect effect on business performance, mediated sequentially through lean practices including continuous flow, 5S, and total preventive maintenance. Lean practices similarly demonstrated significant direct and indirect effects on firm performance. Collectively, the combined effects of MBNQA and lean practices on firm performance was also observed, substantiating their complementary contributions. These findings hold significant implications, both from an academic and a practical standpoint. From a theoretical perspective, this research enriches the discourse by providing empirical insights into the mediating roles of lean practices, elucidating the paths through which TQM's performance-enhancing effects can be transmitted. Concurrently, the magnitude of the impact these practices have on firm performance underscores their practical relevance, and insights derived from this study could play a key role in guiding automotive firms and suppliers to align critical components to drive performance excellence.

Critical Success factor of Malcolm Baldrige National Quality Award (MBNQA), Lean Practice with Thai Automotive Industry

Critical Success factor of Malcolm Baldrige National Quality Award (MBNQA), Lean Practice with Thai Automotive Industry

A Comparative Assessment of Quality Management Practices in Manufacturing Firms and Service Firms: A Repeated Cross-Sectional Analysis

There are significant structural differences between the manufacturing and service sectors at the firm level, but quality management research has not yet identified similarities or differences in the quality management practices of these two sectors. This study examined 15 years of repeated cross-sectional data for manufacturing firms and service firms that applied to the Malcolm Baldrige National Quality Award between 1991 and 2006. Based on contingency theory, we looked for differences between manufacturing firms and service firms in their implementation of quality management. More specifically, we looked for differences between the two sectors in scores on the Baldrige criteria, using 351 observations from both industry sectors. We found significant differences between manufacturing firms and service firms in two quality management practices: <italic xmlns:mml="http://www.w3.org/1998/Math/MathML" xmlns:xlink="http://www.w3.org/1999/xlink">human resource development and management</i> , and <italic xmlns:mml="http://www.w3.org/1998/Math/MathML" xmlns:xlink="http://www.w3.org/1999/xlink">customer focus and satisfaction</i> . We also found significant differences between manufacturing firms and service firms in the relationship between the Baldrige criteria and organizational quality outcomes.

Extending the Baldrige excellence model for managing community-based social enterprise

Purpose This paper aims to help understand how community-based social entrepreneurs experience world-class “performance excellence” models and to explore the core values that enable social enterprises to become high-performance organizations. Design/methodology/approach Underpinned by Mindsponge processes, the proposed conceptual framework critiques the Baldrige criteria for performance excellence (BCPE) model in a global south context. The mixed-methods study fosters an in-depth analysis. First, it validates the BCPE mechanism in community-based social enterprises (CBSEs) before identifying the significant core values and concepts of BCPE that influence CBSEs to achieve high performance. Findings The BCPE, adapted from global north corporate principles and applied at a community level, can significantly develop global south organization performance excellence. Five core values and concepts from the 11 fundamental beliefs in driving performance excellence were found to support performance excellence in CBSE management. These values and concepts are “customer-focused excellence,” “social responsibility,” “systems perspective,” “visionary leadership” and “focus on success.” Research limitations/implications First, factors influencing performance excellence are not limited to the core values elements discussed. Future research may clarify factors extracted from the “Process” category of BCPE to explore further how CBSEs can enhance their performance in a different formation path. Second, this study only considered the Thai-Phuan community in Pho Tak village, Nong Khai, Thailand, to represent as a single case study. However, different, clustered or contrasting CBSEs in other regions remain open for further exploration to enrich the knowledge of “performance excellence” in a community organization. Finally, a longitudinal study would be a welcome addition. Practical implications The following must be considered. First is setting a clear direction: the organization’s vision and mission, by purposeful design, should ensure that CBSE managers are leading by example and demonstrating the importance of social and environmental value creation. Second is developing institutional culture: fundamental core values focused predominantly on “customer-focused excellence” and “social responsibility” encourage collaboration by “working together to drive success”. Third is developing integrated management system: CBSEs need to ensure that the management systems can collaborate and complement each component to create performance excellence. Fourth is creating a learning organization: CBSEs need to create a culture of continuous learning through data collection, measurement, analysis and modification. Social implications This study clarifies that the implementation of BCPE is crucial to the establishment of performance excellence at both macro- and micro-level organizations. According to the Malcolm Baldrige National Quality Award, the fundamental drivers of BCPE are the same for all types of organizations and in all sectors, whether in the private sector, education, health care or government (Blazey and Grizzell, 2021). By applying the Baldrige excellence model at the community level, this study found that CBSE can similarly strive for excellence and improved performance. This can lead to strengthened services, increased productivity and enhanced quality of life for the community. Originality/value This study provides a novel viewpoint on the Baldrige paradigm. Expressly, BCPE is compatible with global south community-based organizations to enhance performance excellence. Its essential contribution demonstrates that Baldrige model concepts are more widespread within smaller and underdeveloped territories than imagined. The recent (post-study) inclusion of “Community” as an independent sector in the Malcolm Baldrige National Quality Awards validates the research findings and recommendations proposed by this study.

International Quality Award Models: Innovation Enablers or Inhibitors?

Historical development of models and criteria supporting major international quality awards is driven more by continuous or incremental improvement than by breakthrough improvement. This has been the case in particular relative the most enduring such awards - the European Foundation for Quality Management (EFQM) Business Excellence Award, America’s Baldrige National Quality Award for Performance Excellence (MBNQA), and the Shingo Prize for Operational Excellence. In possible contrast are initiatives such as the United Nations Sustainable Development Goals (UN SDGs) and the imputed urgency for improvement, innovation and change associated with these, due in large to the sheer scope and magnitude of change needed – especially with respect to societal or environmental challenges. While sufficiently rapid iteration across a large enough number of cycles has the potential of rivaling the magnitude of innovation attained through a focus on breakthrough improvement, such an approach is unlikely to precisely match the destination of innovation attained through breakthrough improvement approaches. One significant reason is that incremental improvements often target minor course corrections with well-defined trajectories, whereas breakthrough efforts target larger strides with more mystery between the point of origination and the targeted destination. Differences in these approaches impact products and services reaching the market in many ways, hence impacting their marketplace performance. Among differences of note are ones in the natures of the product or service brought to market, the timing of their market arrival, the levels of creativity and innovation required, design innovations introduced, consumer receptivity and perception of iteration vs. innovation, perceived impact, consumer perception of the company, and – not to be ignored – risk and reward elements. Questions explored herein are whether the models and criteria used by international quality award frameworks enable innovation and entre-intrapreneurship, inhibit these, or are innovation and entre-intrapreneurial neutral. Similarly, the impact of the UN SDGs in relation to innovation are discussed.

Malcolm Baldrige National Quality Award (MBNQA) Quality Tool in Education. A Systematic Literature Review

The purpose of this study is to determine the effects of the Malcolm Baldrige National Quality Award (MBNQA) quality tool in education. Identifying the main themes of these effects is an additional aim of the present study. Understanding these issues can enable higher and secondary education centres to direct their management towards achieving outstanding results. A systematic literature review was conducted based on data from two academic publishers, Emerald, Taylor and Francis. The 41 peer-reviewed journals articles were published between 1990 and 2023 and presented the results of the MBNQA quality tool in education. According to this research, several implications of the MBNQA quality tool in education are presented. The review of the literature reveals that there are many results found about the application of the quality tool in Tertiary and Secondary education, the challenges they face in terms of innovation, human resources and operations, as well as the achievement of excellent results from the application of the methodology. The main topics supported in the literature are human resources, knowledge management and the quality of services offered for the satisfaction of teachers and students. An important limitation is that data were drawn from only two major journals (Emerald, Taylor and Francis), as implementation of the MBNQA quality tool is mainly found in the private sector. In addition, many keywords such as Quality Assurance and Business Excellence, led to application of the quality tool in businesses and organisation and little is its application in the public sector and education as a result the findings of articles were limited. An equally important limitation is that the authors did not always have got access to all databases and peer-reviewed journals, as well as in any review articles in languages ​​other than English. This research is of interest to academic researchers, scholars and key decision makers in the field of education. The advantages recorded from the implementation of the MBNQA quality tool and the limitations from the study and presentation of the 41 articles motivate academic researchers to further study service quality in order to create a climate focused on learning for the satisfaction of students and teachers so as to fill the gap of limited publications in the field of education. Many models have been adapted to higher education including the MBNQA quality tool. The MBNQA appears to have the largest number of historical applications in higher education, with its focus on customer satisfaction and improvement information. However, the systematic literature review reveals the increasing trend of using quality tools in the field of education in recent years. Moreover, literature reviews on the use of models in this field are limited. Therefore, more research is needed to determine the benefits, as well as limitations and outcomes of applying qualitative tools in Education in the future.

Collaborative networks between contractors and subcontractors for infrastructure development: a comparative study of national quality award projects in China

PurposeAs the foundation of social and economic development, infrastructure development projects are characterized by large initial investment, high technical requirements and thus generally delivered through complex contractor–subcontractor collaboration chains. This study aims to characterize the complexity of collaborative networks between contractors and subcontractors for infrastructure development through comparing the structural characteristics and the formation mechanisms of contractor–subcontractor collaborative networks for the following two different types of infrastructure: public works (PWCN) owned and operated by government agencies, and public utilities (PUCN) owned and operated by nongovernment agencies.Design/methodology/approachBased on the method of stochastic actor-oriented models and the longitudinal dataset of National Quality Award Projects in China during 2001–2020, this study compares how the structural characteristics of project-based collaborative networks between contractors and subcontractors for the two types of projects are different and how related micro-mechanisms, including both structure-based endogenous network effects and attribute-based exogenous homophily effects (institutional, organizational and geographical homophily), collectively underpin the formation of the networks.FindingsThe empirical results provide evidence that while the two networks are both characterized by relatively low levels of network density, PWCN is more globally connected around a minority of superconnected contractors as compared with PUCN. The results further reveal that compared with PUCN, the formation of PWCN is more significantly related to the structure-based anti in-isolates effect, suggesting that PWCN is more open for new entrant subcontractors. With regard to the attribute-based homophily effects, the results provide evidence that while both significantly and positively related to the effects of organizational (same company group) and geographical homophily (same location), the formation of PWCN and PUCN is oppositely driven by the institutional homophily effect (same ownership type).Originality/valueAs an exploratory effort of using network perspective to investigate the formation mechanisms of contractor–subcontractor relationships in the infrastructure development domain, this study contributes to a network and self-organizing system view of how contractors select subcontractors in different types of infrastructure projects. The study also provides insights into how contractor–subcontractor collaborative relationships can be better manipulated to promote the development of complex infrastructure in different contexts.

To What Extent Business Excellence Dimensions Affect the Resilience and Performance of Qatari Enterprise: A Conceptual Report

An organization's performance can be led by implementing a management approach called "business excellence." However, the European Foundation for Quality Management (EFQM) and the Malcolm Baldrige National Quality Award (MBNQA) are the two most well-known excellence models. Prior to the Covid-19 outbreak, there was no significant crisis within a decade that put those business excellence principles to the test. This paper looks for a conceptual framework that connects business excellence dimensions and performance with business resilience as a mediator. In this study, three concepts—business excellence, business resilience, and business performance—are conceptually linked. This paradigm should be empirically evaluated in the Qatari companies and looked at from various cultures and markets in order to do more research.

Do quality and business excellence models improve quality and operational results in educational organizations? A repeated cross-sectional analysis

Improving quality and operational practices in education organizations and developing a culture of continuous improvement are crucial yet challenging endeavors because of the complex nature of education organizations. While quality management practices can clearly improve the quality of these organizations in several aspects, empirical research for quality management in educational organizations is sparse because of the lack of suitable frameworks for assessing quality. In this paper, we present the first large-scale empirical study of implementing quality management practices in educational organizations in the United States. It is based on seven years of objective data for quality assessments by external professional reviewers as part of the U.S. government’s Malcolm Baldrige National Quality Award (MBNQA) program. Our findings provide empirical evidence for the reliability and robustness of the Baldrige model as an effective quality assessment for educational organizations. Controlling for the applicant’s year, our findings show that Information and knowledge management is a key influencer and predictor of Customer satisfaction and focus, and Management of process quality is a key influencer and predictor of Quality and operations results. This study also provides effective insight and recommendations for how to improve quality systems and achieve business excellence in educational organizations using the Baldrige model. The findings will therefore help managers and administrators to make informed decisions about key factors that impact quality in educational organizations.

Malcolm Baldrige National Quality Award winners: A quantitative analysis between strategic planning and human resource variables

The United States Congress in 1987 voted to enact the Malcolm Baldrige National Quality Award (MBNQA) with the goal of encouraging U.S. businesses and other types of organizations to approach and deploy effective quality processes in the delivery of their products and services. The MBNQA provides a framework of internal assessment for companies to use in their planning and implementation of quality initiatives. Through this internal assessment process, company leadership gains a better understanding of the alignments/linkages within its operations to modify its processes for meeting or exceeding customer expectations and requirements. The purpose of the research is to examine the extent of the alignment between strategic planning processes and human resource processes. Eleven manufacturing companies were selected for a site visit. Each of these eleven companies represents a different industry sector, geographical location, and organizational size. A survey, documents search, and personal interviews were used to collect the data. The observations of the alignment between the two construct categories show mixed results and are dependent upon the specific statistical analysis used. Therefore, research questions R1 and R2 are not confirmed.

TQM model based on Deming prize for schools

PurposeThis paper aims to develop a total quality management (TQM) model based on the Deming prize criteria extracted from the Deming Prize. The proposed model is aligned with the school education context and deployed with the goal of achieving school excellence.Design/methodology/approachThe model is developed based on a literature review in which key concepts for formulating the criteria and sub-criteria were identified. A qualitative research approach is applied to validate the model’s effectiveness. Interviews and feedback from an international school in Japan which adopted the model are used to determine its impact.FindingsThe model emphasises the achievement of school objectives (A) by implementing TQM activities (B) and assessing their impact (C). Its implementation offers enhanced organisational ability and the achievement of society-oriented school objectives. The findings show that the model gives clarity to TQM application and offers benefits for schools’ future sustainability.Originality/valueThis research proposes the adoption of a TQM model for educational institutions based on Deming criteria. Based on a comparison with prescriptive models such as Malcolm Baldrige National Quality Award and ISO 9001, this study shows how the developed model ensures organisational ability in current practice and future growth towards school excellence. Through the formulation of society-oriented school objectives and their linkage with results, it enables schools to create a balanced recognition of important stakeholders and gain consensus in realising the school’s objectives.

Does quality management system help organizations in achieving environmental innovation and sustainability goals? A structural analysis

The swift decline in the quantity and quality of natural resources and the public’s increased awareness about it is putting steep pressure on manufacturing and services firms to follow eco-friendly practices. The United Nations has made it imperative for organizations to ensure sustainability in their operations. This study investigates whether the quality management system within an organization helps them achieve environmental innovation and sustainable development goals? It also examines does environmental innovation facilitates firms in achieving sustainable development goals? Six quality management practices are taken from the American ‘Malcolm Baldrige National Quality Award’; environmental innovation includes product and process innovation, and corporate sustainability includes environmental, social, and economic dimensions. The authors followed the non-probability convenience sampling technique to collect data from the junior, middle, and senior managers from medium and large-size services and manufacturing firms from July 2019 to October 2019. The structural analysis indicated that quality management facilitates firms to achieve their environmental innovation and sustainability goals; environmental innovation significantly enables organizations to achieve sustainability goals. Dimensional analysis indicated that quality management significantly impacts all studied dimensions. However, environmental innovation is found to have an insignificant impact on social sustainability. The findings of this study provide valuable insights to the managers of the manufacturing and services firms concerning eco-innovation and sustainability goals and conclude by offering recommendations for future studies.

A study on the performance self-assessment model based on Vietnam National Quality Award and some recommendations

Quality award models, also known as business excellence models (BEMs), have important implications for enterprises on managing quality and providing guidance for businesses wishing to build and apply quality management systems. Self-assessment has been widely recognised around the world as a tool to guide the development of quality-related activities in enterprises. In this paper, thanks to practical research results in typical enterprises, the author discusses the pilot application of self-assessment based on the Vietnam National Quality Award (VNQA) to evaluate the performance of management activities of some VNQA winners, thereby proposing some solutions to promote self-assessment in Vietnamese enterprises in the coming time.

SPECIAL FEATURE: KNOW YOUR COLLEAGUES—ROBERT DAMELIO AND CARL BINDER

SPECIAL FEATURE: KNOW YOUR COLLEAGUES—ROBERT DAMELIO AND CARL BINDER

Comparative Study of Business Excellence Frameworks and Awards in Southeast Asian Countries

Many countries have initialized and adopted the business excellence framework to encourage high-quality achievements and be recognised internationally, including in Southeast Asian Nations (ASEAN). ASEAN as an economic and political organization of 11 countries located in Southeast Asia, established a business excellence framework to promote international organizational excellence and serve as national quality awards, which most of them adopted the Baldrige Excellence Framework (BEF). This study utilizes the accumulation and analysis of qualitative information using several sources and evidence from the business excellence frameworks and awards in ASEAN countries. This paper presents analytical comparisons of various aspects of the framework, such as their goals, award and recognition, categories, and score points (scores). It also discusses the similarities and differences among them.

A national framework for promoting business excellence (NFPBE)

PurposeThe purpose of this paper is to propose a national framework for promoting business excellence (NFPBE) using a quality management assessment framework (QMAF) with information knowledge communication (IKC) as an enabler.Design/methodology/approachThe NFPBE using the plan–do–check–act (PDCA) cycle is developed, re-enforcing key quality management aspects/areas including national quality awards, QMAF summary and national innovation programmes using a meta-analysis.FindingsThe operationalising of the NFPBE is enabled and supported by an auditing tool to assess the degree of mentoring provided by universities/research institutions/consulting firms to participating firms whose progress will be assessed by the QMAF. It was emphasised that the success of the framework requires the buy-in of national governments to support the programme through stimulus incentives such as government assistance with the costs of research and development, and cooperative research ventures between universities and companies.Research limitations/implicationsThe framework is conceptualised into a process flowchart, which is a blueprint to advancing business excellence in organisations at a national scale. The study is limited to only the conceptualisation of the framework. Therefore, an extended study of the framework implementation/application is required for revealing implementation guidelines.Practical implicationsThe national framework has a propensity to enhancing the business excellence of organisations at a national level. Therefore, quality managers and policy makers could use the framework to understand the quality management shortfalls and consider strategies to achieving business excellence.Originality/valueThis research study proposed a blueprint to advancing quality excellence in organisations at a national level, guided by several quality frameworks.

Management standards and institutional influence: An exploratory study using the Baldrige criteria

Theories of institutional diffusion propose that the adoption of new management practices evolves toward legitimacy-based rationales as organizations implement administrative techniques deemed socially acceptable. This article proposes that institutional forces also shape management standards designed to convey norms of effective management practice. Incomplete consensus among varied stakeholders involved in the standardization process fosters steadfast institutional pressure to push management standard scopes beyond their technical cores to include content with broader social appeal. This premise is explored using an influential management standard of the TQM movement—the criteria developed in conjunction with the Malcolm Baldrige National Quality Award. Analysis of discourse appearing in the series of Baldrige criteria booklets published since 1988 suggest that the scope of the management standard reflected by the Baldrige framework, core values, and criteria requirements has expanded to become more socially inclusive over time. Tensions created by management standards aimed at facilitating both legitimate appearance and technical improvement are subsequently discussed.

Unleashing the Importance of TQM and Knowledge Management for Organizational Sustainability in the Age of Circular Economy

Despite the growing importance of the concept of circular economy, the case of developing countries remains under-explored. Against this backdrop, the present research aims to examine the association between the constructs of total quality management (TQM) and organizational sustainability (OS) with the mediating effect of knowledge management (KM) from the perspective of a circular economy. The data were collected from the manufacturing sector of a developing economy (n = 510) to serve the purpose of the current research through a self-administered questionnaire (paper-pencil technique). Structural equation modeling (SEM) was employed for hypothesis testing of the current survey. Six TQM dimensions were drawn from the Malcolm Baldridge National Quality Award (MBNQA) model. OS is composed of economic, social, and environmental sustainability, and KM is composed of four dimensions including acquisition, creation, sharing, and application of knowledge. The empirical examination suggests that TQM positively relates to OS, with KM playing a partial mediation role between this association. This study provides important insights for the management of the manufacturing industry of Pakistan on how to ensure organizational sustainability in the age of a circular economy by using the constructs of TQM and KM.

Institutional excellence in Saudi universities in light of the criteria of the Malcolm Baldrige National Quality Award (MBNQA) - Tabuk University as a model -

The study aimed to identify the reality of the application of standards of institutional excellence in Saudi universities in light of the standards of the Malcolm Baldrige National Award for Quality (MBNQA), taking the reality of the University of Tabuk as a model. For the purpose of achieving the objectives of the study, the descriptive survey method was used, and a questionnaire based on self-assessment questions for organizations wishing to apply standards of excellence or competition to be nominated for the Malcolm Baldrige Award was used as a tool for collecting data and responses from a sample of (332) faculty members. The study concluded that the study sample members agree on the reality of institutional excellence in Saudi universities in light of the criteria of the Malcolm Baldrige National Quality Award (MBNQA) by 80%, and that the most prominent aspects of institutional excellence in Saudi universities are represented in the dimension of students and other clients by 83.4%, followed by the dimension of Measurement, analysis and knowledge management by 82.2%, followed by the leadership and workforce dimensions by 81%, followed by the results dimension by 78.6%, then the operations dimension by 77.8%, and finally came the strategy dimension by 75.6% .