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2011),"Empirical analysis of the Baldrige Criteria as both an organisational performance measure and a theoretical model", Measuring Business Excellence, Vol. 15 Iss 1 pp. 20-33 http://dx.If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to empirically assess the validity of Baldrige Criteria for Performance Excellence (CPE) for New Zealand organisations and to identify methodological gaps. Design/methodology/approach -By means of data collected from a sample of 91 New Zealand organisations, through a self-assessment instrument (as a proxy for the CPE) a structural equation model was studied using the partial least squares method. The measurement validity of the CPE as well as the implied causal relationships in the CPE framework was tested. A sensitivity analysis was conducted to gain additional insights. Findings -The measurement validity of the CPE was established; of the 13 implied causal relationships in the CPE framework, 11 were statistically significant, which compared favourably with past studies. The results endorse some salient features of quality management: reliance on measurement, analysis, and knowledge management; the involvement of people; and the role of leadership in setting direction. Research limitations/implications -As the study was based on a small sample, this model needs to be tested with other data sets. The study revealed the need to meta-analyse past measurement and structural models as well as measurement instruments. Practical implications -The study endorsed the reliability and validity of a well designed, well administered, self-assessment instrument. Originality/value -As the first New Zealand CPE validity study, the paper introduces the partial least squares method and shows some of its relevant versatile features, introducing some measurement perspectives not conceptualised before in CPE validation studies.

Given the increasing environmental impacts associated with global agri-food systems, operating and developing these systems within the so-called absolute environmental boundaries has become crucial, and hence the absolute environmental sustainability concept is particularly relevant. This study introduces an approach called absolute sustainability-based life cycle assessment (ASLCA) that informs the climate impacts of an agri-food system (on any economic level) in absolute terms. First, a global carbon budget was calculated that is sufficient to limit global warming to below 2°C. Next, a share of the carbon budget available to the global agri-food sector was estimated, and then it was shared between agri-food systems on multiple economic levels using four alternative methods. Third, the climate impacts of those systems were calculated using life cycle assessment methodology and were benchmarked against those carbon budget shares. This approach was used to assess a number of New Zealand agri-food systems (agri-food sector, horticulture industries and products) to investigate how these systems operated relative to their carbon budget shares. The results showed that, in 2013, the New Zealand agri-food systems were within their carbon budget shares for one of the four methods, and illustrated the scale of change required for agri-food systems to perform within their carbon budget shares. This method can potentially be extended to consider other environmental impacts with global boundaries; however, further development of the ASLCA is necessary to account for other environmental impacts whose boundaries are only meaningful when defined at a regional or local level. Keywords:absolute environmental sustainability agri-food carbon budget climate change industrial ecology life cycle assessment Supporting information is linked to this article on the JIE website

In this paper, we empirically test the theoretical model underlying the Toyota Way (TW), based on data obtained from Toyota's logistics, sales and marketing functions across 27 countries. TW is the result of Toyota attempting to codify its culture to the global community. Using structural equation modelling techniques we show that the TW-associated measures challenge, kaizen, genchi genbutsu, respect and teamwork do adequately operationally define the TW; the first three measures corresponding to the construct 'process improvement' and the final two measures corresponding to the construct 'people development'. Empirically, people development is found to have no direct effect on how the TW is deployed across a business unit. However, people development is found to be indirectly related to TW deployment through the mediating effect of process improvement. Our study provides quantitative evidence that while the intangible aspects of the TW (modelled as people development) may not directly relate to the results, they are an integral component of a complete implementation of the TW and related 'Lean' systems. By logical extension, this provides support for adoption of a holistic and long-term strategy, integrating soft and hard elements, by those organisations attempting to implement and sustain Toyota-style systems.

Purpose The purpose of this paper is to develop a performance measurement (PM) framework for Australasian nonprofit organisations (NPOs) involved in healthcare, and operational descriptions for each PM dimension within this framework. Design/methodology/approach Literature relating to the balanced scorecard and other PM frameworks was examined to develop an initial conceptual model, and this model was substantially improved by collecting qualitative data from nine Australian and New Zealand healthcare NPOs using a case study approach. Findings The study identifies nine causally related PM dimensions: mission, strategy, organisational capabilities, infrastructure and people development (people and information), financial health, processes, and stakeholder satisfaction (clients, people, and donors). The study also recognised that “Mission” and “Strategy” should be PM dimensions and that healthcare NPOs should focus on satisfying its people, not only donors and clients. Additionally, 41 operational descriptions are developed for each of these dimensions and can enable detailed PM items to be derived by organisations. Originality/value The study is the first study that has been undertaken to develop a PM framework for the Australasian NPOs to a level that it can be readily used by the practitioners (following customisation to their own specific context). The developed model also serves as a basis for future quantitative academic research aimed at testing and empirical validation of the conceptual model.

Purpose Using the BSC as the starting point, the purpose of this paper is to present a theory on nonprofit performance management and describes how an overall performance index (OPI) was empirically developed to assess the strategic performance of a nonprofit organisation (NPO). Design/methodology/approach A conceptual model was developed from the literature. This was refined into a testable theoretical model using case studies. Thereafter, the theoretical model and an accompanying measurement model on OPI were validated using quantitative data (n=223) collected from a sample of healthcare NPOs in Australasia. Findings The measurement model was found to be a good fit to data. The model parameters (weights) pertaining to the OPI represent six PM dimensions (Mission; Strategy; Organisational Capabilities, Infrastructure and People Development; Financial Health; Processes; and Stakeholder Satisfaction) and 13 sub-dimensions. These parameters provide a tenable scoring system to assess the strategic performance of a NPO. Research limitations/implications The parameters (hence the scoring system) were estimated from data collected from a particular sector (healthcare) and a region (Australasia). Practical implications The findings can be used for comparative benchmarking (e.g. by managers and major donors) of NPOs, better governance and to initiate major performance improvement initiatives. Originality/value This study is the first empirical study that has been undertaken to develop an OPI for NPOs. The findings can be readily used by the practitioners.

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Purpose This paper aims to theorise and test a causal model of predominantly lean-driven quality improvement (QI) in the context of health-care clinical microsystems, examining the effects contextual factors in this setting have on improvement activity. Design/methodology/approach QI practitioners at a New Zealand District Health Board were surveyed on a range of contextual factors hypothesised to influence improvement outcomes. Survey responses were analysed via partial least squares path modelling to test the causal model that was designed to be consistent with the “model for understanding success in quality” (MUSIQ) model (Kaplan et al., 2012) adopted in health-care QI. Findings Defined variables for teamwork, respect for people, lean actions and negative motivating factors all demonstrated significant effects. These findings support the representation of the microsystem layer within the MUSIQ model. The final model predicted and explained perceived success well (adjusted R2 = 0.58). Research limitations/implications The sample was a non-probability sample and the sample size was small (n = 105), although power analysis indicated that we exceeded the minimum sample size (97 cases). Even though health-care processes have universality, this study was conducted in only one district in New Zealand. Practical implications The results support highly functional teamwork as the critical contextual factor in health-care QI outcomes and suggest lean-driven process improvement can be a valid mediating mechanism. The key recommendation for practitioners is to increase focus on human resource capability when initiating and supporting QI. Originality/value The originality is testing the robustness of the MUSIQ model specifically in a lean environment, which provides the context for QI. The paper provides a more detailed specification of contextual factors acting as exogenous variables that moderate the cause (lean actions) and the effect (perceived success).