The purpose of this paper is to investigate the determinants of customer satisfaction and quality results in the healthcare industry using the Baldrige data. We use publicly available data on quality ...assessment of healthcare organizations that applied for the Baldrige award to examine two research questions: 1) whether the Baldrige model is a reliable and valid model for assessment of quality practices in healthcare organizations, and 2) to determine the relationship between quality practices and their impact on quality results in the healthcare organizations. Using structural equation modeling, the findings suggest that the Baldrige model is a valid and reliable quality assessment model for healthcare organizations. Consistent with previous studies, the findings suggest that the main driver of the system is leadership, which has a significant effect on all quality practices in the healthcare industry. Controlling for the applicants’ year, the findings indicate that 1) Information analysis and knowledge management has a significant impact on Quality results, 2) Workforce development and human resource management has a significant impact on both Customer focus and satisfaction and Quality results, and 3) Strategic planning for quality has a significant impact on Customer focus and satisfaction. The study provides insights and suggestions for healthcare organizations on how to improve their quality systems using the Baldrige model.
This research was conducted at the dr. Soedomo Trenggalek Hospital in 2017, by implementing two performance measurement systems, Balanced Scorecard (BSC) and the Malcolm Baldrige National Quality ...Award (MBNQA). The aim is to understand the performance of dr. Soedomo Trenggalek Hospital. Integration is done by mapping each BSC perspective, then the MBNQA perspective is disseminated into BSC strategy map with 3 categories including Drivers, Systems, and Results. The research method used a case study. The results of the performance measurement with the integration of BSC and MBNQA in dr. Soedomo Trenggalek Hospital shows that his performance is quite good. Abstrak Penelitian ini dilakukan di RSUD dr. Soedomo Trenggalek pada tahun 2017, dengan mengimplementasikan dua sistem pengukuran kinerja Balanced Scorecard (BSC) dan Malcolm Baldrige National Quality Award (MBNQA). Tujuannya adalah untuk mengetahui kinerja pada RSUD dr. Soedomo Trenggalek. Integrasi dilakukan dengan memetakan setiap perspektif BSC, kemudian perspektif MBNQA disebarluaskan ke dalam peta strategi BSC dengan 3 kategori meliputi Driver, System, dan Result. Metode penelitian menggunakan studi kasus untuk mengukur kinerja RSUD dr. Soedomo Trenggalek. Pengukuran kinerja dengan integrasi BSC dan MBNQA di RSUD dr. Soedomo Trenggalek menunjukkan bahwa hasil kinerja yang cukup baik.
Compared with large organizations, small businesses have been slower to adopt quality management practices. This study combined the context-free perspective with the contingency theory of quality ...management to investigate the association between quality management and the quality and operational outcomes of a sample of 231 small businesses that applied for the Baldrige quality excellence award program. Using a pooled cross-sectional design and structural equation modeling, we examined the validity and reliability of the Baldrige model for measuring the quality management practices of small businesses, to determine the relationship between the Baldrige criteria and their impact on quality outcomes. Our analysis confirms the validity and reliability of the Baldrige quality excellence model when used as an assessment tool for improving the performance outcomes and competitiveness of small businesses. Based on the results, leadership was found to be the key determinant of quality outcomes during the application year, with leadership practice scores increasing by 40% over 16 years. This study found that Information analysis and knowledge management only influences Customer focus and satisfaction, but Strategic planning for quality and Management of process quality significantly and positively influence both Customer focus and satisfaction and Quality and operational results. However, the score for Quality and operational results diminishes over time for small businesses. This study provides some effective insights and recommendations for small businesses as well as policymakers looking to support small businesses’ quality and competitiveness, because quality improvements will enhance the stability, profitability, and survivability of small businesses when facing crises like the ongoing COVID-19 pandemic.
Research in quality management has provided new insights and directions on how to incorporate quality principles into organizational, operational, and policy decisions. However, most research into ...quality management has focused on manufacturing firms, which differ from service organizations in their structural and organizational characteristics, thus limiting the value of the findings for service organizations and highlighting the need for further research to assess quality practices in service organizations. In addition, whether quality management practices can provide sustainable quality results for service organizations is overlooked in the literature, primarily due to the lack of availability of reliable and valid data. This had led to inconsistent research findings, which limits theory development and managerial relevance of quality management for service organizations. Building upon the contingency theory of quality management, we examine the determinants of quality results in service organizations and determine the magnitude of the impacts of quality excellence programs on customer satisfaction and operational results in service organizations on a more detailed level. We use repeated cross-sectional data of 16 years from the Baldrige Quality Award program. The results show that information, analysis, and knowledge management is a significant predictor of quality and operational results, and management of process quality and human resource (HR) management significantly influence customer focus and satisfaction, controlling for the firms' year. We also find that HR management has the strongest impact on customer focus and satisfaction in service organizations, followed by the management of process quality . In addition, the quality and operational improvements resulting from quality management implementation diminish over time in service enterprises. This article provides insights for service organizations and policymakers to enhance service quality and operational performance in service organizations.
This research on the Korean National Quality Award (NQA) (KNQA) aims to analyse the causal relationships among seven categories in the KNQA model. The seven categories in the KNQA model were divided ...into five components: (1) driver (Leadership), (2) direction (Strategic Planning), (3) foundation (Information & Analysis), (4) system (Customer & Market Focus, Human Resource Focus, Process Management), and (5) results (Business Results). In order to derive more specific relationships between the results component (5) and the other components (1)-(4), 'Business Results' is subdivided into four major performance criteria in this study, such as (1) Human Resource Results, (2) Product and Service Results, (3) Customer-Focused Results, and (4) Financial and Market Results. Empirical findings of this study suggest that driver (Leadership) plays a critical role in generating positive effects on results through its direct and indirect effects on direction and foundation. Within system categories, two categories, Human Resource Focus and Customer & Market Focus have positive effects on Process Management and all system categories have positive effects on results. Within results categories, Human Resource Results has positive effects on Product & Service Outcomes, Product & Service Outcomes has positive effects on Customer-Focused Results, and Customer-Focused Results has positive effects on Financial and Market Results.
Construction organizations are increasingly cooperating in what are often referred to as “collaboration network” that enabled them to share risks, pool resources and explore opportunities to jointly ...participate in managing large-scale projects. In this study, we construct the so-called inter-contractors' collaboration networks by mapping the electronic database of NQAPC for an 8-year period (2003–2010). In these networks, nodes represent contractors; two contractors are connected by an edge if they have cooperated at least one project. By using a variety of network measures, i.e., giant component, degree distribution, average path length, and clustering coefficient, we aim to descriptively investigate the structural evolution of the collaborations between contractors in the construction industry of China. As network size increases, we find a structural transition in the collaboration community size, the degree follows power-law distribution with an exponential cutoff, the average path length tends to decrease, and the clustering coefficient slightly decreases. Some explanations and a series of construction insights are discussed. The results and methodologies not only would help governors understand the social mechanisms underlie processes of construction industry, but could help contractors choose competent partners by identifying network properties.
•We construct realistic inter-contractors' collaboration networks within the National Quality Award Projects of China (NQAPC).•We empirically reveal the global structural evolution properties of the NQAPC networks.•The contractors' collaboration progress can be shown to self-organize based on rule of preferential attachment with social constraints.
This paper examines whether organizations improve their quality performance after applying for the Malcolm Baldrige National Quality Award (MBNQA). Using longitudinal data on organizations' actual ...scores on MBNQA applications between 1990 and 2006, we examine whether quality performance improved after organizations' initial application, the relationship between organizations' initial quality performance and subsequent improvement, and whether quality improvement differed based on applicants' industry sector. We examine these questions using the Heckman two-stage econometric modeling strategy. Building upon the organizational learning and absorptive capacity literatures, we find that organizations improve their quality performance after their first MBNQA application, initial quality performance displays an inverted U-shaped relationship with quality improvement such that organizations with low (but not the lowest) quality scores on their initial MBNQA application saw the largest subsequent quality gains, and organizations in the manufacturing sector experienced larger quality gains than organizations in other sectors. Analyses at the subcategory level reveal a pattern of findings that further corroborates our theory. We describe the implications of these findings with regard to operations management theory, managerial practice, and public policy.
Baldrige is a system-wide approach for improvement to be used as circumstances dictate. There is a need to understand how hospitals earning Malcolm Baldrige National Quality Awards - Health Care ...(MBNQA - HC) assure high quality performance. Examine the dynamic capabilities of MBNQA - HC winning hospitals though the theoretical lens of stakeholder theory and dynamic capabilities. Stakeholder theory calls attention to the synergistic potential for value creation across a firm's stakeholder groups. Dynamic capabilities consist of processes and activities aimed at identifying opportunities (sensing), mobilizing resources (seizing), and making necessary changes for value creation (transforming). Our data are provided by the MBNQA - HC applications of 10 hospitals judged to have earned the awards for the years 2010-2016. As a primary methodology for performing qualitative analysis, thematic analysis of the applications was our analytic method. 66 sensing activities, 29 seizing activities, and 57 transformations were identified. Sensing and seizing spanned stakeholder groups including customers, competitors, community, and industry. Organization cultures promote system-wide engagement by empowered internal stakeholders, leading to superior performance. Relying on a supportive system-wide culture that empowers internal stakeholders, MBNQA - HC winners engage in numerous sensing, seizing, and transforming activities. These ongoing activities are commonalities of top performing hospitals.
PurposeThe purpose of this study is to clarify the relationship between getting quality awards by companies and their financial performance in Iran's business.Design/methodology/approachIn the first ...step, the relationship between awards scores and financial performance by canonical correlation analysis was examined. Then, binary and multinomial logistic regression was used to determine the degree of impact of each financial performance measure on getting quality awards. Finally, two forecasting functions were explored: the probability of achieving quality awards and the probability of achieving different levels of these awards.FindingsBased on the analyzed data of 112 companies through canonical correlation analysis, there was a weak relationship between financial performance and getting quality awards. Also, by using logistic regression, no result was found to prove the impact of financial performance measures on getting Iran's national quality awards. It can be concluded that conceptually, deployment of excellence organizational models will not result in favorable outcomes, especially in the financial scope. Also, practically, excellence models have not been well deployed in Iranian companies, or these models do not fit to Iran's business environment. Organizational culture may not be consistent with quality.Originality/valueQuality awards are given to qualified companies following the establishment of models of excellence such as the European Foundation for Quality Management (EFQM). The main novelty of this research is to clarify the relationship between getting quality awards by companies and their financial performance in Iran's business.
Purpose
The study aims to develop a hierarchical model based on the Malcolm Baldrige National Quality Award to enable the ranking of quality dimensions required for achieving business excellence in ...the hotel industry of Bangladesh.
Design/methodology/approach
The study adopted a sequential mix method approach in which semi-structured interviews with 24 participants were initially conducted during the qualitative stage to identify the quality dimensions. Subsequently, a questionnaire survey was conducted among 40 industry experts to prioritise the identified elements using the relative measurement of the analytic hierarchy process (AHP). In total, 32 respondents were further surveyed to evaluate a selected number of hotels in Bangladesh using the absolute measurement of AHP.
Findings
The study uncovered eight criteria, together with 23 corresponding sub-criteria during the qualitative stage. Quality management emerged as the most crucial criterion, while health and safety-security measures were the most important sub-criteria in addressing the quality management criterion. In Bangladesh, five-star hotels were observed to be performing better than three-star and four-star hotels.
Originality/value
The developed model is unique and can be used by Bangladeshi practitioners to measure the performance of hotels. Moreover, it can also be applied to measure the performance of hotels in other countries just by incorporating minor modification to the model framework.
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