Feng Mai, Matthew W. Ford and James R. Evans
The purpose of this paper is to overcome evaluative limitations of previous studies to provide a more decisive test of the causal relationships implied in the Baldrige Criteria…
Abstract
Purpose
The purpose of this paper is to overcome evaluative limitations of previous studies to provide a more decisive test of the causal relationships implied in the Baldrige Criteria for Performance Excellence (CPE) using a unique data source.
Design/methodology/approach
The authors employ partial least squares path modeling on blinded scoring data from Baldrige Award applicants. In addition, the authors conduct multi-group analysis to examine whether the hypothesized causal model is universal across different industry sectors.
Findings
The path analysis provided strong support for the CPE framework in its entirety. However, analysis of sector-specific subsets of the data did not confirm all relationships, suggesting the possibility of industry-dependent performance excellence frameworks and raising new research questions to be explored.
Practical implications
This research offers several pertinent implications for managers who seek to translate the theoretical CPE framework to actionable quality-improvement efforts.
Originality/value
CPE operationalizes many total quality management (TQM) concepts and provides guidelines to TQM programs. This study validates the CPE framework using the most relevant data set to date – the applicant scoring data. The authors are also the first to investigate the cross-industry differences in the relationships between the CPE constructs.
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The Malcolm Baldrige National Quality Award Criteria provide key competitive requirements of any business. However, many individuals perceive the criteria as being too complex or…
Abstract
The Malcolm Baldrige National Quality Award Criteria provide key competitive requirements of any business. However, many individuals perceive the criteria as being too complex or impractical to implement. Views the criteria as a basic set of management processes and casts these into the classical framework of managerial roles: planning, organizational, co‐ordinating, directing, and controlling. A sixth category, continuous improvement, extends the classical framework and redefines the role of a manager in the total quality environment.
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Matthew W. Ford and James R. Evans
The aim of this paper is to investigate follow‐up as a salient factor in achieving results from organizational self‐assessment.
Abstract
Purpose
The aim of this paper is to investigate follow‐up as a salient factor in achieving results from organizational self‐assessment.
Design/methodology/approach
Data were collected from 14 organizations involved in self‐assessment. Qualitative methods were used to analyze the follow‐up patterns in high and low achievers to discern key factors of follow‐up and their relationship to self‐assessment outcomes.
Findings
The paper finds that high achievers appeared to engage in a consistent set of follow‐up activities. These activities included top management team dialogue that set the tone for follow‐up, a planning process that generated a large, documented action plan, and incentive and monitoring‐based implementation controls using existing structure.
Research limitations/implications
Small sample size limits the generalizability of the findings. Larger empirical studies could evaluate the strength of the relationships between the factors of follow‐up and outcomes. Future research should also investigate why some organizations undertake follow‐up while others do not. Plausibly, degree of follow‐up might relate to uncertainty facing the organization, or the extent to which managers understand organizational processes.
Practical implications
An organization can execute a picture perfect self‐assessment analysis and still realize little benefit if it does not effectively follow‐up on the findings. Effective follow‐up is driven by top‐management and cannot be delegated.
Originality/value
This paper extends the literature by elaborating the role of follow‐up in the self‐assessment process.
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The objective of this paper is to analyze and interpret some empirical results, obtained from an online survey, on the types of review and analysis approaches used by…
Abstract
Purpose
The objective of this paper is to analyze and interpret some empirical results, obtained from an online survey, on the types of review and analysis approaches used by organizations in manufacturing, service, education, health care, and not‐for‐profit sectors and their relationships with business performance.
Design/methodology/approach
Data were gathered using an online survey to capture basic information about the organization and its performance, the types of measures used in each of the five Baldrige results item groups, types and frequencies of review of the data, and types of analyses conducted. Results were analyzed using descriptive statistical analyses and tests for significant differences.
Findings
The results suggest that a significant gap exists in the sophistication of analysis methods between higher and lower performing organizations in terms of customer, financial, and market performance, and that better performance is associated with more mature and sophisticated approaches to performance analysis.
Research limitations/implications
Because of the exploratory nature of this study, the generalizibility of the conclusions is limited; however, the results of this study can be useful for developing more formal theories to understand management practices and business performance and, as a basis for more designing, research efforts validate the propositions suggested by these theories.
Practical implications
Managers should invest in effective performance measurement systems that include sound approaches for analyzing results and sharing information appropriately throughout the organization.
Originality/value
This work provides further validation of the quality management principle and Baldrige core value of “management by fact,” and offers practical advice for designing effective performance management systems.
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Matthew W. Ford, James R. Evans and Charles H. Matthews
Self‐assessment is increasingly prevalent in many organizations. Although managers perceive self‐assessment as internally driven, the well‐known link between organizational…
Abstract
Self‐assessment is increasingly prevalent in many organizations. Although managers perceive self‐assessment as internally driven, the well‐known link between organizational activities and the external environment suggests that outside forces play a significant role. This investigation explores the external motivators of self‐assessment through a field study of 14 organizations. Five factors were found to link the conduct of self‐assessment to the external environment: availability of an externally developed or sponsored model, presence of a boundary spanning individual, affiliation with professional and trade associations, pressure from powerful external entities, and potential for external reward or recognition. These findings suggest that self‐assessment is driven significantly by forces external to the organization. How these external factors combine to form the context of self‐assessment may affect the outcomes of the project.
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Ramamurthy Ramabadron, James W. Dean and James R. Evans
Explains that benchmarking ‐ the process of identifying superior performance or practices of other organizations and internalizing such knowledge for competitive advantage ‐ is…
Abstract
Explains that benchmarking ‐ the process of identifying superior performance or practices of other organizations and internalizing such knowledge for competitive advantage ‐ is performed typically on a project‐by‐project basis. Argues that a better understanding of benchmarking at the project level would help to reveal reasons for successful benchmarking at the organizational level. Develops a conceptual model to address the question of how characteristics of benchmarking teams and partner organizations impact on benchmarking project outcomes. The model focuses on the interaction of key teamwork and organizational variables, and provides a basis for empirical testing of benchmarking project implementation effectiveness.
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Kim M. Henderson and James R. Evans
The Six Sigma phenomenon has followed the TQM movement as the latest thrust for many companies seeking to improve their performance and effectiveness. The purpose of this paper is…
Abstract
The Six Sigma phenomenon has followed the TQM movement as the latest thrust for many companies seeking to improve their performance and effectiveness. The purpose of this paper is to review the basic concepts of Six Sigma, its benefits, and successful approaches for implementation. In particular, we benchmark the practices of the General Electric Company, one of the leaders and innovators in implementing the process. We conclude that keys for successful implementation include upper management support and involvement, organizational infrastructure, training, tools, and links to human resources‐based actions.
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Rupa Mahanti and James R. Evans
Statistical process control (SPC) is a powerful technique for managing, monitoring, analyzing and improving the performance of a process through the use of statistical methods…
Abstract
Purpose
Statistical process control (SPC) is a powerful technique for managing, monitoring, analyzing and improving the performance of a process through the use of statistical methods. The purpose of this paper is to present results of a survey on SPC in the software industry. The focus is on understanding the critical success factors (CSFs) for successful implementation of SPC in the software industry.
Design/methodology/approach
In total, 12 critical success factors (CSFs) with 36 variables were identified from the literature and discussions with software quality professionals. An e‐mail questionnaire was used to gather the data.
Findings
The results reveal that management commitment and involvement are the most critical success factors, followed by selection of control charts. The use of SPC facilitators was found to be the least important factor in successful deployment of SPC in the software industry.
Research limitations/implications
This research project was conducted with a limited number of participants, and was limited to software firms in India; cultural differences in other nations may yield different results.
Practical implications
These results provide an increased understanding of how to better implement SPC in the software industry, and provide managers with improved guidelines for identifying the most important factors that will lead to success.
Originality/value
Indian software companies are leading exporters to Europe and the USA. Considering the growth of the Indian software industry and increased inclination towards acquiring quality certifications and implementing quality management techniques, a better understanding of the implementation of SPC can provide companies with a stronger competitive advantage.
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Important management practices that lead to the achievement of quality and high performance fall under the areas of leadership, information management, strategic planning, human…
Abstract
Important management practices that lead to the achievement of quality and high performance fall under the areas of leadership, information management, strategic planning, human resource management, product development, process management, and customer focus, which represent the principal focus areas of the Malcolm Baldrige National Quality Award criteria. Aims to identify the key practices that lead to competitive success from a process viewpoint, and provide examples from Baldrige winners and other leading companies.