The Baldrige framework has emerged as both a guide for quality management and the model upon which numerous state and international quality awards are based. It was introduced in 1988 as the foundation for the Malcolm Baldrige National Quality Award. The framework was significantly revised in 1992 and 1997. In order to test the validity of the theoretical model underlying the Baldrige framework as it has evolved over the years, we take the approach of analyzing the constructs upon which the Baldrige categories are based. Path analysis is used to test the fit of each of the three major frameworks, and the sums of direct effects are used to estimate the category weights implied by each of the path models. We found that all three frameworks were a good fit with the Baldrige frameworks for those years, and that both the 1992 and 1997 frameworks improved upon the foundation established by the 1988 framework. Thus, we conclude that appropriate adaptations to the Baldrige framework have been made over the years. We describe the implications for practitioners, in terms of critical success factors, and make recommendations for further minor modifications to the Baldrige framework.

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Because of the wide acclaim received by the Malcolm Baldrige Award, it has served as a model for national quality awards by many countries throughout the world. Some countries have adopted both the MBNQA criteria and weights, while others have adapted the criteria categories or weights somewhat. The relevance of this conceptual framework across national cultures has yet to be established, despite its use as the foundation for numerous national quality awards. This study uses Hofstede's dimensions of national culture to examine whether the theoretical constructs underlying the Baldrige criteria are relevant across national cultures. Correlation analysis, stepwise regression and analysis of variance are used to analyze hypotheses in manufacturing plants in the U.S., Japan, Germany, Italy and England. There were many interactions between dimensions of national culture and the Baldrige constructs advanced in this study. The findings indicate that national culture plays a strong role in the effectiveness of the Baldrige constructs, with the exception of customer and market focus. The findings are interpreted in light of the need for countries to develop awards and quality initiatives tailored to their national cultures. #