Problem Implementation MBNQA Quality Management System at SMEs

Tejaningrum, Ayi; Wahyudin, Yudi

doi:10.1108/978-1-80262-431-120221012

Cited by 2 publications

(2 citation statements)

References 5 publications

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“…The elements, necessarily integrated through management systems, facilitate development strategies and plans that bridge the gaps between the current state and the desired future state. Notwithstanding, Tejaningrum and Wahyudin (2022) caution that implementing a business model in small and medium-sized enterprises (SMEs) is often inefficient due to a lack of resource capability. Ditta-Apichai et al (2022) note similar CBSE deficits in formulating and implementing business strategies.…”

Section: Discussion Implications and Recommendationsmentioning

confidence: 99%

Extending the Baldrige excellence model for managing community-based social enterprise

Rangsungnoen,

Sroypetch,

Caldicott

2023

SEJ

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Purpose 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. Design/methodology/approach 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. Findings 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.” Research limitations/implications 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. Practical implications 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. Social implications 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. Originality/value 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.

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Section: Discussion Implications and Recommendationsmentioning

confidence: 99%

Extending the Baldrige excellence model for managing community-based social enterprise

Rangsungnoen,

Sroypetch,

Caldicott

2023

SEJ

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“…The study's design was limited to examining the importance of quality standards and did not consider the causes for the perceptions discovered. More recent studies have adopted a more organisation - wide view on TQM practices and organisational performance (Youssef and Youssef, 2018; Mohammad and Oduoza, 2020; Tejaningrum and Wahyudin, 2022). Some of these findings are discussed in the following sections.…”

Section: Literature Reviewmentioning

confidence: 99%

An investigation of mediating factors for export–import business performance excellence: a systems perspective framework for Thailand

Rangsungnoen

2022

TQM

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PurposeThe Baldrige criteria for assessing business performance excellence (BCPE) suggests a relationship among seven self-assessment categories. The purpose of this paper is to take an in-depth look at the BCPE by testing the causal relationship among categories grouped into four basic dimensions – driver triad, work core, outcomes, and brain centre. Identifying meaningful interrelationships for leaders helps them transform their organisations to achieve performance excellence.Design/methodology/approachA systems perspective supports system mapping for understanding meaningful interrelationships among dimensions and mediating factors affecting business performance excellence. A 35-item questionnaire designed to measure seven categories of the BCPE (version 2022–2023) was administered to export and import (EXIM) businesses across Thailand. Valid responses (n = 290) were analysed through SPSS and AMOS via structural equation modelling (SEM) to test the hypotheses and explore the influencing factors.FindingsA strong systems perspective focus is essential for high organisational performance. The result reveals that all seven BCPE categories are significantly linked. In addition, mediation analysis (taking selected mediators) proved hypothesised cause-and-effect relationship as significant. The results demonstrate that the brain centre plays a crucial role in driving business success promulgating its influence within the model.Research limitations/implicationsThis study provides the necessary backgrounding in systems perspectives confirming that the BCPE premises on a set of four basic dimensions: driver triad (leadership, strategy, and customers category), work core (workforce and operations category), brain centre (measurement, analysis, and knowledge management category), and outcomes (results category). These four dimensions define the essentials of an integrated management system. Further, the study shows that measurement, analysis, and knowledge management directly influenced customer focus, the highest coefficient path among the criterion in the Baldrige framework. This is the critical driver in predicting performance outcomes via meaningful feedback.Practical implicationsFrom a managerial point of view, the structured system management framework proposed provides a specific guide for the alignment in quality management, which can change its practice in business management and award assessment. The results evidence a significant relationship among driver triad, work core, brain centre, and outcomes to propose a form of system management. The findings help award examiners or business practitioners provide system mapping for evaluation – i.e. how well organisations meet their goals and how best to prepare feedback reports to applicants that paint meaningful pictures.Originality/valueThis study promotes a systems perspective when approaching business performance excellence, whereas other studies provide evidence to individual relationships. Moreover, the examined interrelationship among dimensions – driver triad, work core, outcomes, and brain centre – provide novel system mapping to guide managers, practitioners, or award examiners in evaluating quality management practice.

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Problem Implementation MBNQA Quality Management System at SMEs

Cited by 2 publications

References 5 publications

Extending the Baldrige excellence model for managing community-based social enterprise

Extending the Baldrige excellence model for managing community-based social enterprise

An investigation of mediating factors for export–import business performance excellence: a systems perspective framework for Thailand

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