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Focuses on some of the ethical concerns pertinent to the application process of the Malcolm Baldrige National Quality Award programme and highlights some of the critical problems which the programme faces. Based on analysis of these issues, endeavours to distil an adequate opinion of the inherent value, merit and significance of Baldrige Award. Observes that, while the Baldrige Award programme does raise certain critical concerns ‐ specifically those related to unfairness, superficiality and publicity ‐ the inherent value of the continuously improving award programme far outweighs its limitations. As has been seen, the Baldrige paradigm is not limited exclusively to the world of business, and can be applied to reinforce quality and enhance productivity in virtually any kind of organization.

Presents a strategy for companies to adopt when striving for eligiblity for the Baldrige Award. The Baldrige Award became the US standard of excellence due to the fundamental values that the guidelines provide by laying out the blueprint for quality. The word “quality” was used extensively in previous versions of the Baldrige criteria, and credit was given to organizations that had an impressive TQM progamme. However, that is not the case any more. In the 1995 Baldrige criteria, new standards now call for a balance between customer satisfaction, employee satisfaction, and business results. Quality as a separate effort is no longer given the credit that it was given in previous years. Companies with even advanced TQM programmes will find that they do not fare very well against the new standards unless their TQM is fully integrated with the daily running of the business. Considering eligibility for the Baldrige Award, shows how to obtain the award by providing a strategy used by previously successful organizations. Uses this strategy to develop a plan that integrates a TQM plan and a Baldrige plan into one company’s overall plan. Then, the company’s overall plan is generated into three different plan levels, namely the strategic, functional, and annual plans, based on different time frames and details. Finally, deploys the plans to various work units throughout the organization to guide business day‐to‐day activities.

Reviews the Baldrige Award as a modern document and views CompuAdd as a post‐modern organization. Traces the steps of CompuAdd′s application for the Baldrige Award and shows CompuAdd′s culture to be excellent local practices, that are different from the Baldrige Award criteria, and that, despite their local excellence, would be difficult to transfer to another setting.

The Malcolm Baldrige Award was created in 1987 to curtail the US loss of market share to foreign producers and to encourage a focus on management of quality and customer satisfaction. However, since its inception there has been a long‐running controversy on whether winning this award does enhance future financial performance and ultimately shareholders' wealth. Examines how Baldrige Award winners perform with respect to several accounting and financial metrics. Specifically, assesses Baldrige Award winners' financial performance relative to industry benchmarks and a control group of similar firms. The results suggest that award winners are superior financial performers and are valued higher by investors compared with similar sized firms and industry benchmarks. However, no evidence was found that winning the award causes changes in firm value in the award year and subsequent years. The results suggest that the Baldrige Award winners are examples of firms that stand out as performance leaders in their industries. Since one of the purposes of the award is to stimulate quality awareness among US firms, the Baldrige recipients may be construed as a conspicuous centerpiece of the US quality management movement.

In an increasingly global and competitive environment, an organization’s long‐term survival may depend on improved quality, productivity and customer service. The pressing need to improve competitiveness has resulted in a number of transnational and national quality awards. In broad terms, these awards stress the importance of management process, customer satisfaction, people and total quality to the attainment of superior competitive position. Describes, compares and highlights the key strengths and weaknesses of the following four major national and transnational quality awards: the Deming Application Prize; the European Quality Award (EQA); the Malcolm Baldrige Quality Award (Baldrige Award); and the Australian Quality Award (AQA). Discusses the key requirements of each award and their underlying assumptions and impacts. The awards reviewed represent one of the principal devices used to encourage adoption of self‐assessment, total quality concepts, and external focus in four different continents. To spread good total quality practice the awards publicly recognize the achievements of the organizations which have successfully adopted the concepts of total quality management. The winners serve as useful role models for other organizations intent on adopting total quality management practices. The quality awards reviewed are arguably the premier award in their respective continents.

Since 1987, 17 businesses have won the US Baldrige Quality Award, established to promote awareness of quality management among US businesses. Assesses the financial and competitive performances of these 17 companies. Previous research with respect to the quality‐performance relationship has shown a positive relationship between quality improvement and financial or market share performance. Finds that while substantial improvements in operations performance characteristics among Baldrige Award winners have coincided with the implementation of quality improvement programmes, these improvements have not always resulted in financial success. Firms should therefore view quality improvement programmes as a method for building a strong competitive foundation, not as a panacea guaranteed to result in economic health.

This paper examines the relationship between ISO 9000:2000 quality standards, QS9000, ISO/TS 16949 and the Baldrige criteria for performance excellence revised in the year 2002. A comparison is made between Baldrige criteria and the various elements of ISO 9000, QS9000 and ISO/TS 16949 Standards and their similarities and differences are examined. Implementing ISO 9000 requirements as an initial step for TQM implementation is also discussed.

This paper aims to help understand how community-based social entrepreneurs experience world-class “performance excellence” models and to explore the core values that enable social enterprises to become high-performance organizations.

Underpinned by Mindsponge processes, the proposed conceptual framework critiques the Baldrige criteria for performance excellence (BCPE) model in a global south context. The mixed-methods study fosters an in-depth analysis. First, it validates the BCPE mechanism in community-based social enterprises (CBSEs) before identifying the significant core values and concepts of BCPE that influence CBSEs to achieve high performance.

The BCPE, adapted from global north corporate principles and applied at a community level, can significantly develop global south organization performance excellence. Five core values and concepts from the 11 fundamental beliefs in driving performance excellence were found to support performance excellence in CBSE management. These values and concepts are “customer-focused excellence,” “social responsibility,” “systems perspective,” “visionary leadership” and “focus on success.”

First, factors influencing performance excellence are not limited to the core values elements discussed. Future research may clarify factors extracted from the “Process” category of BCPE to explore further how CBSEs can enhance their performance in a different formation path. Second, this study only considered the Thai-Phuan community in Pho Tak village, Nong Khai, Thailand, to represent as a single case study. However, different, clustered or contrasting CBSEs in other regions remain open for further exploration to enrich the knowledge of “performance excellence” in a community organization. Finally, a longitudinal study would be a welcome addition.

The following must be considered. First is setting a clear direction: the organization’s vision and mission, by purposeful design, should ensure that CBSE managers are leading by example and demonstrating the importance of social and environmental value creation. Second is developing institutional culture: fundamental core values focused predominantly on “customer-focused excellence” and “social responsibility” encourage collaboration by “working together to drive success”. Third is developing integrated management system: CBSEs need to ensure that the management systems can collaborate and complement each component to create performance excellence. Fourth is creating a learning organization: CBSEs need to create a culture of continuous learning through data collection, measurement, analysis and modification.

This study clarifies that the implementation of BCPE is crucial to the establishment of performance excellence at both macro- and micro-level organizations. According to the Malcolm Baldrige National Quality Award, the fundamental drivers of BCPE are the same for all types of organizations and in all sectors, whether in the private sector, education, health care or government (Blazey and Grizzell, 2021). By applying the Baldrige excellence model at the community level, this study found that CBSE can similarly strive for excellence and improved performance. This can lead to strengthened services, increased productivity and enhanced quality of life for the community.

This study provides a novel viewpoint on the Baldrige paradigm. Expressly, BCPE is compatible with global south community-based organizations to enhance performance excellence. Its essential contribution demonstrates that Baldrige model concepts are more widespread within smaller and underdeveloped territories than imagined. The recent (post-study) inclusion of “Community” as an independent sector in the Malcolm Baldrige National Quality Awards validates the research findings and recommendations proposed by this study.

The purpose of this research is to further examine the relationship between organizational culture and a strategic approach to quality, as embodied in Malcolm Baldrige Quality award criteria. To accomplish this, a questionnaire was developed for a postal survey. The questionnaire was based upon the Competing Values Model of Culture and the Baldrige Award criteria to define the position of the company in their strategic quality approach. This questionnaire was then sent to 1000 members of the American Society for Quality. A total of 219 usable responses were received and analyzed. The results indicate that higher Baldrige scores tend to be significantly related to the Adhocracy and Group cultural types.

The categories, examination items, and framework of the Malcolm Baldrige National Quality Award (MBNQA) criteria present the underlying relationships between the various quality management constructs and between quality management and organization performance. This research uses data from the Arizona Governor’s Quality Award, which is based on the MBNQA, to study the strength of these relationships using path analysis. The results of our analysis confirm the validity of the MBNQA framework. The results from this research indicate that leadership significantly directly or indirectly affects all of the systems constructs, except for strategic quality planning and information management, which was not tested in the model. The results also indicate that information management, human resources management and customer focus have a significant effect on customer satisfaction and business results. A strong focus on customers and employees, in addition to effective leadership and information management is clearly shown to be essential for organization success.