A Systematic Literature Review of Malcolm Baldrige National Quality Award (MBNQA)

Abstract

Many organizations measure and assess organizational performance as a strategy to improve competitiveness globally, the Malcolm Baldrige National Quality Award (MBNQA) is a prestigious award regarding quality management created in the USA. This paper reviews 50 journals on MBNQA from various countries and found that about 48% of researchers use the Malcolm Baldrige Criteria for Performance Excellence (MBCfPE) approach to measure organizational performance. We also compare MBNQA with other quality awards such as the European Foundation for Quality Management (EFQM) and the Deming Prize to illustrate what criteria we can use in improving Business Excellent Models (BEM). In the future, we will combine this TQM with the development of the Industrial 4.0 era to get a new model for assessing organizational.

Quality Improvement in Hospitals through an Integrated Six Sigma Approach, TQM, and the Baldrige Assessment

“…This result supports [1], [7] 3.6 The Impact of Total Quality Management on Quality Improvement 4 shows a t-value of 1.557 < 1.96, meaning that TQM does not significantly impact quality improvement. This result supports [6], [10], [11].…”

“…Conversely, if a company loses customers who were previously devoted or is unable to cultivate a strong bond with them, its marketing expenses will rise as a result of the need to bring in new clients to maintain its viability. The best course of action in an integrated system is to pursue quality improvement, known as Total Quality Management (TQM), a type of best management practice in a business or organization that highlights the company's or organization's overall quality paradigm [10], [11]. TQM is a management idea that puts more of a focus on serving customer needs by creating service products that are of the highest quality and have a positive effect on customer satisfaction.…”

The boosting of the total quality management on corporate green growth in emerging markets: the mediating roles of corporate social responsibility and customer loyalty

“…In the context of this research, the author applies TQM philosophy, stakeholder theory and resource-based view (RBV) theory to conceptualise and discuss the hypothesised relationships in this research. Specifically, the TQM philosophy is about the continuous improvement in the total quality of the organisation towards satisfying customers' needs, meeting stakeholders' expectations and achieving sustainable competitive advantages (Setiawan and Purba, 2021). The TQM concept became popular in developed countries in the early 1990s with the aim of improving customer satisfaction and firm competitiveness Boosting of TQM on CGG in emerging markets (Samson and Terziovski, 1999).…”

“…We always listen to customer feedback to improve the product towards the customer's expectation TQM_HUC1 We have adequate recruitment standards and selection for each position Abbas (2020), Setiawan and Purba (2021) TQM_HUC2 We have a clear promotion policy and is transparently disseminated to all employees TQM_HUC3 We care about employee satisfaction and measures it regularly TQM_HUC4 We have attractive policies on employee compensation and employee wellbeing TQM_HUC5 We have a practical policy of recognising employee contributions TQM_KNO1 We have an efficient knowledge storage system which requires updating on a timely basis Wang et al (2016), Behounek (2003 TQM_KNO2 We have an efficient knowledge sharing system geared towards continuous quality improvement TQM_KNO3 We have information management system is convenient for all relevant employees to retrieve product information when needed TQM_KNO4 Our knowledge management system facilitates making efficient decisions TQM_KNO5 Our knowledge management system facilitates multiply the value of knowledge (continued )…”

“…Moreover, environmental efficiency is associated with the ecological balance to avoid depletion of natural resources, abandon dependence on fossil fuels to diminish pollution of air, soil and water, and mitigate climate change. This outcome is perceived as a result of TQM towards leadership, human resources, process, customer, knowledge and strategic planning (Setiawan and Purba, 2021). The concept of green growth or green performance is quite common in developed countries; nonetheless, it is still in its infancy in emerging economies.…”