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The purpose of this paper is to explore two explanations for the Baldrige Award’s decline. The management fashion literature suggests that it is a waning management fad, and the marketing choice literature suggests the likely presence of an ISO 9000 substitution effect.

This exploratory study utilizes data collected on Baldridge Award applications, publications, ISO 9000 certifications and economic indicators. These data are contrasted to explore patterns and trends, and correlation analyses conducted to reveal the plausibility of the fad and substitution effect explanations for the Baldrige Award’s decline.

Data analysis confirms the Baldrige Award’s prolonged decline and strongly suggests it is in the final stage of a management fashion life cycle with support provided for the presence of an ISO 9000 substitution effect.

Many organizations have shifted their attention away from the Baldrige as a means to quality and performance excellence, and there is evidence that the ISO 9000 standards are a viable substitute.

The Baldrige Program has served its purpose with the Baldrige Award being the pinnacle of recognition for performance excellence achievement. However, the Award is in decline and the Baldrige Program is on a path to financial exigency. The Baldrige must be reframed to recover its role as the preeminent approach to performance excellence.

The paper satisfies the need to examine potential causes for the diminishing role of the Baldrige Award and challenges both academicians and practitioners to reexamine the Baldrige Program.

This paper aims to detail quality award initiatives in Kenya and to propose an integrated national quality award.

This paper discusses sectoral quality initiatives and award schemes operational in Kenya. The KQA and COYA schemes' objectives, procedures, examination criteria, principles and frameworks are discussed and lists of respective award recipients presented. A national quality award scheme integrating these initiatives and awards modelled on the Brazilian national quality award is then proposed for adoption.

While the quality revolution is increasingly being felt in several sectors of the Kenyan economy, courtesy of several sectoral quality initiatives and award schemes, nonetheless, these seem inadequate and cannot keep pace with global competition; hence the need for a national quality award with an expanded mandate, thrust and appeal beyond the narrow sectoral confines.

The paper brings to the attention of practitioners the need for integration of quality initiatives and awards into a national quality award.

Quality awards are widely considered symbols of successful quality management. The purpose of this paper is to empirically test the effects of the China Quality Award (CQA) on firms' performance. The study further explores how the benefits due to CQA are affected by contextual factors.

Using the data of CQA winners from 2001 to 2016, the event study method is applied to analyze the abnormal performance of winners. Furthermore, multiple regression models are proposed to evaluate the effects of contextual factors on the relationship between the award and profitability.

The findings show that CQA has positive impacts on profitability and fixed asset efficiency but not on labor productivity. Besides, state-owned firms and firms with high innovation intensity obtain more profitability benefits than others.

This is the first study to explain the relationship between quality awards and firm performance from a theoretical perspective, providing new insights into the quality management and performance literature. Furthermore, this study deepens the understanding of the relationship between quality awards and performance and reveals new implications. Some of the contextual factors examined, such as innovation intensity, are considered for the first time in quality award research.

Dubai Quality Award (DQA) is one of the quality awards that has been implemented in the United Arab Emirates (UAE) for the purpose of improving organisational performance. The objective of this study is to determine whether receiving the DQA has positive impacts on Human Resource Development Practices (HRDP) and organisational performance (OP) of the award-winning companies.

Secondary data relating to DQA scores were collected from the Department of Economic Development archive of UAE and primary data relating to HRDP and OP were collected from the individual DQA recipients. Data elicited were subjected to statistical analyses by using the structural equation modelling (SEM) approach. This was to identify the nature of relationships existing between DQA criteria and organisational performance outcomes through the mediating effect of HRDP.

The results indicated that winning of DQA significantly enhances organisational performance and that HRDP is a statistically significant mediator between DQA and OP. Based on the findings of this study, a model has been developed by linking the DQA criteria, HRDP and organisational performance.

Despite few of its limitations, this study is first of a kind in UAE that investigated the relationships among DQA criteria, HRDP and OP. The findings are expected to help the UAE companies to adjust their management policies and practices for enhancing their organisational performance. The findings can also be applicable to companies in other countries, especially Gulf countries that have similar awards such as DQA.

The purpose of this paper is to examine the mediating role of total quality management (TQM) internalization factors on the relationship between the proposed drivers (internal/external motives) and outcomes (external benefits and financial results).

Using a sample of quality managers, this study adopts a two-step methodological approach to explore the key components of TQM internalization via an initial exploratory study followed up with a quantitative study to examine the relationships between the proposed drivers using structural equation modeling.

The qualitative study revealed the key components of TQM implementation factors, namely top management commitment, middle management commitment and audits, training and employees’ commitment. The quantitative results show that a positive relationship between external motives and TQM internalization was not supported; yet, the results supported the influence of internal motives on TQM internalization. Further, the results revealed a significant relationship between TQM internalization and internal benefits but not financial benefits. Finally, a strong positive link between internal and financial benefits emerged.

The study findings are only based on the perceptions of quality managers and future research could test the proposed model using other units of analysis in order to fully capture the role of TQM internalization.

The findings show that award model adoption is a significant tool for quality improvement in organizations, a procedure that drives both internal and financial benefits. Further, the study points out areas that companies should emphasize in order to successfully implement a quality award model and therefore harvest its potential benefits.

The paper proposes an empirically tested conceptual framework that examines vital issues concerning the internalization of the TQM approach through award models, thus providing valuable outcomes for decision makers to improve service quality.

Organizations worldwide use national quality awards for improving organizational excellence. The United Arab Emirates (UAE) launched its business excellence awards for the private and public sectors almost two decades ago. Within the past dozen years, UAE companies have made considerable progress in introducing and developing their quality management systems. The purpose of this paper is to report the advance of UAE organizations in business excellence initiatives and highlight the contributions of the award-winning organizations in adopting business excellence approach.

This research used a qualitative approach to study award-winning organizations. Initially, secondary data were gathered from the Office of Department of Economic Development which is responsible for the administration of the Dubai Quality Award (DQA). Data were entered and categorized according to the description of organizational practice, company name, industrial sector and DQA criteria. The data were then analyzed using NVivo 10.0 software.

The DQA fosters and guides the excellence journey of aspiring organizations not only to win a quality award, but to strengthen their quality initiative through an informative assessment report. The DQA model was perceived by all organizations as a useful approach to quality improvement. Winning organizations have exhibited unique programs developed to embrace the DQA factors. Recommendations for aspiring organizations are discussed.

This paper should help managers to plan their journey toward business excellence and to create greater awareness of excellence frameworks and their usefulness when embarking on the path of excellence. This paper adds to the knowledge of the UAE’s excellence awards scheme and to the knowledge of business excellence best practices deep rooted in multi-cultural organizational environments. It highlights future research avenues for excellence frameworks.

The purpose of this paper is to propose a national framework for promoting business excellence (NFPBE) using a quality management assessment framework (QMAF) with information knowledge communication (IKC) as an enabler.

The NFPBE using the plan–do–check–act (PDCA) cycle is developed, re-enforcing key quality management aspects/areas including national quality awards, QMAF summary and national innovation programmes using a meta-analysis.

The operationalising of the NFPBE is enabled and supported by an auditing tool to assess the degree of mentoring provided by universities/research institutions/consulting firms to participating firms whose progress will be assessed by the QMAF. It was emphasised that the success of the framework requires the buy-in of national governments to support the programme through stimulus incentives such as government assistance with the costs of research and development, and cooperative research ventures between universities and companies.

The framework is conceptualised into a process flowchart, which is a blueprint to advancing business excellence in organisations at a national scale. The study is limited to only the conceptualisation of the framework. Therefore, an extended study of the framework implementation/application is required for revealing implementation guidelines.

The national framework has a propensity to enhancing the business excellence of organisations at a national level. Therefore, quality managers and policy makers could use the framework to understand the quality management shortfalls and consider strategies to achieving business excellence.

This research study proposed a blueprint to advancing quality excellence in organisations at a national level, guided by several quality frameworks.

The aim of this paper is to determine whether firms that have received quality awards (understood as an indicator of the implementation of quality systems) obtain higher profitability than those that have not.

The study was performed on a sample of Spanish firms that received TQM prizes at the national or regional level between 1997 and 2003 and a sample of control firms for drawing comparisons.

The work suggests that pioneer firms that applied this innovation are those that achieved profitability, especially when the model resembles in cases where the EFQM model.

The study may provide firms and institutions with some useful guidelines for the planning of future actions to promote the adoption of these management systems.

The paper analyses whether the results are influenced by factors such as the time when the award is achieved, the sector to which the firm belongs, or the nature of the award.

The purpose of this paper is to compare some major National Quality Award/Business Excellence Models (NQA/BEM) in terms of the criteria employed and their relative weights. It shows that these models vary both in terms of criteria and their weights. Whereas some of them are changing weights frequently, others are almost static. It employs the analytic hierarchy process (AHP) to allocate scores to 12 criteria identified in the model by Agrawal et al. (1998) to propose a modified quality award model similar to that. The six quality award models used in the USA, Canada, Europe, Australia, Japan and India are compared with the proposed model using AHP and their relative rankings are obtained.

First, a literature review is done to identify various quality award models globally, with their features being compared. Furthermore, paired comparison technique is used to rationalize the relative weights of proposed 12 criteria, and then AHP is again used to rank this proposed model with six major award models.

This paper shows that the six NQA models vary substantially on parameter weights. They do not include some relevant criteria to evaluate the organizational performance holistically. It also reveals how some models have been revising criteria weights very frequently, whereas others are static. In some models, the results get much higher weightage than enablers, and hence the performance may not be sustainable. The modified Agrawal et al. (1998) model is taken as a base model, with weights rationalized in it using the AHP. The rankings obtained using AHP reveal that proposed model scores over the other six prominent quality award models. The result also reveals that for organizational excellence, the quality of people plays a major role in the successful implementation of quality processes. Hence, it is very important to focus on improving the quality of people before expecting improvement in the quality of products and services.

The paired comparison results are based on the researchers’ own perception and do not consider interdependence among the criteria, which is a limitation of AHP. Analytic network process can be further explored to overcome the limitation. The proposed model has not been tested in a variety of real-world situations, which can constitute a scope for further work in the direction.

The proposed model framework and weightages evolved using AHP can provide a universally acceptable quality award model framework. The companies can adopt it with or without modifications to address their contextual adaptation. It can possibly become a standard model framework globally. This model does not capture the measurement of the softer aspects that impact the people quality. As people play an important role in the success of the implementation of any practice, hence measurement of people quality is another important aspect that can be further studied and researched.

This comparative study & analysis of National Quality Award/Business Excellence Models using AHP is presented for the first time. The authors have not come across any such studies in their literature review. This paper is an original conceptualization of the application of the AHP on the various Quality Award model parameters, and it has been submitted exclusively to JAMR for publishing.

The purpose of this paper is to present the essence of the Jordan Quality Award (JoQA) that has been developed and implemented in Jordan. The award characteristics, framework, examination criteria, objectives, benefits and comparative assessment are described. The JoQA is benchmarked with two international quality awards: Malcolm Baldrige National Quality Award and European Quality Award.

In order to investigate the experiences of companies and gain feedback on the award's benefits, achievements, problems, and criteria weights, a questionnaire was developed. A sample of 49 companies which had applied for the award was selected to test a set of hypotheses regarding the award's objectives, benefits, problems, and criteria weights, and to determine areas of weaknesses and potential improvements.

The testing of the hypotheses shows that the objectives of the award, externally, and internally viewed benefit were achieved. However, various implementation problems exist. Based on the findings, a recommended change is proposed for the weights of the award criteria.

The study is based on a relatively small number of companies who had participated on one occasion in the award's process. Although the findings confirm the theoretical framework, more empirical work is needed to better understand the award's impact over a longer time span. Further research should also identify if and how the award influences the participating companies in managerial, technical and financial aspects.

The paper is unique insofar as it is the first to explore the experiences of users of the JoQA. It contributes to a better understanding of such awards' impact on organizations in developing countries.