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. Subject Areas: Performance Measurement, Quality Management, and Structural Equation Modeling.

Assessing quality management in China with MBNQA criteria

“…As it is now widely publicized around the world as a standard for performance excellence, the MBNQA framework has received much attention from academic researchers; among many others, see for example, Evans and Jack (2003) and Wilson and Collier (2000).…”

Dependence relationship between the critical quality factors and social impact

“…Therefore, the relationship between policy and planning with managing people and resources is confirmed, which was also confirmed by Ahire,Waller and Golhar (1996), Eskildsen and Dahlgaard (2000), Wilson and Collier (2000), Calvo-Mora, Leal, and Roldán (2005), Carmona, Rivas, and Martín (2010).…”

“…In Table 1 Ahire et al, 1996;Yusof andAspinwall, 1999. Employee Management Flynn et al, 1994;Ahire et al, 1996.;Wilson and Collier, 2000;Ahmad and Schroeder, 2002. Quality policy/planning Saraph et al, 1989;Porter and Parker, 1993;Black and Porter, 1996;Win and Cameron, 1998;Quazi et al, 1998;Ravichandran and Rai, 2000;Wilson and Collier, 2000. Alliances and resources Ward and Chandler, 1999;Eskildsen and Dahlgaard, 2000;Curkovic et al, 2000 …”

Determinants in the adoption of total quality management (tqm) in the construction sector: a management perspective

“…However, adopting TQM also affects the level of satisfaction of non-financial groups, such as customers (Wilson & Collier, 2000), employees (Taylor & Wright, 2006) and society or the community surrounding the company (Lai & Cheng, 2003). Therefore, the interest of these non-financial groups can improve when TQM is implemented, and company managers can consider whether to adopt TQM or not based on their expectations of the system improving the level of satisfaction of the above-mentioned groups.…”