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A structural model analysis of the Malcolm Baldrige National Quality Award framework

Author

Listed:
  • Soumen Ghosh
  • Robert B. Handfield
  • Vijay R. Kannan
  • Keah Choon Tan

Abstract

The Malcolm Baldrige National Quality Award (MBNQA) has become a model for the deployment of quality programmes. While the framework underlying the award has been used extensively by organisations, both for award and self-assessment purposes, little empirical evidence exists regarding its validity as a predictor of organisational performance. This research presents a structural equation model that explicitly tests the relationships between strategic and operational quality planning implied by the framework, and their impact on performance. Results support the theory underlying the Baldrige award. Specifically, the strategic quality planning process, mediated by the effective use of information and analysis, is the driver of operational quality planning. Positive business results are the outcome of this planning process. Results also show that customer and market focus is a crucial input to strategic quality planning, the commitment of senior leadership is critical in securing a customer and market focus, and operational level business processes are driven by a strategic commitment to human resource management.

Suggested Citation

  • Soumen Ghosh & Robert B. Handfield & Vijay R. Kannan & Keah Choon Tan, 2003. "A structural model analysis of the Malcolm Baldrige National Quality Award framework," International Journal of Management and Decision Making, Inderscience Enterprises Ltd, vol. 4(4), pages 289-311.
    • Handle: RePEc:ids:ijmdma:v:4:y:2003:i:4:p:289-311
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    Citations

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    Cited by:

    1. José Álvarez-García & María De la Cruz Del Río-Rama & María Del Mar Miras-Rodríguez, 2017. "How Do Quality Practices Affect the Results?: The Experience of Thalassotherapy Centres in Spain," Sustainability, MDPI, vol. 9(4), pages 1-19, April.
    2. Edward Buhasho & Agnes Wausi & James Njihia, 2021. "Business Intelligence Capability, Complementary Resources and Performance among Public Listed Firms in Kenya," International Journal of Business and Management, Canadian Center of Science and Education, vol. 15(9), pages 1-66, July.
    3. María Alonso-Almeida & Víctor Fuentes-Frías, 2012. "International quality awards and excellence quality models around the world. A multidimensional analysis," Quality & Quantity: International Journal of Methodology, Springer, vol. 46(2), pages 599-626, February.
    4. M. Ab Hamid & Z. Mustafa & N. Suradi & F. Idris & M. Abdullah, 2013. "Value-based performance excellence measurement for higher education institution: instrument validation," Quality & Quantity: International Journal of Methodology, Springer, vol. 47(6), pages 3019-3030, October.
    5. Valentina Mihaela Ghinea & Alina Mihaela Dima & Shahrazad Hadad, 2017. "Excellence Model for Sustainable Convergence in the EU Higher Education," The AMFITEATRU ECONOMIC journal, Academy of Economic Studies - Bucharest, Romania, vol. 19(S11), pages 1107-1107.
    6. Mohd Ab Hamid, 2015. "Value-based performance excellence model for higher education institutions," Quality & Quantity: International Journal of Methodology, Springer, vol. 49(5), pages 1919-1944, September.

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