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Artykuły w czasopismach na temat „Malcolm Baldrige National Quality Award (MBNQA)”

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Autor: Grafiati

Data publikacji: 4 czerwca 2021

Data aktualizacji: 1 lutego 2022

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1

Setiawan i Humiras Hardi Purba. "A Systematic Literature Review of Malcolm Baldrige National Quality Award (MBNQA)". Journal of Technology Management for Growing Economies 12, nr 1 (28.04.2021): 1–12. http://dx.doi.org/10.15415/jtmge.2021.121001.

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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.

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Lazaros, Anastasiadis, Anastasiadou Sofia i Iakovidis George. "Malcolm Baldrige National Quality Award (MBNQA) dimensions in Greek Tertiary Education System". KnE Social Sciences 1, nr 2 (19.02.2017): 436. http://dx.doi.org/10.18502/kss.v1i2.912.

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<p>The European Foundation for Quality Management Excellence Model (EFQM Model) and Malcolm Baldrige National Quality Award Model (MBNQA model) are widely known models and are used as channels of Total Quality Management. MBNQA model can be applied by an organization or institution in order to implement the principles of Total Quality Management and to achieve excellence. In the present research the criteria of MBNQA model, such as Leadership, Strategic Planning, Customer Focus, Measurement, analysis, and knowledge management, Workforce focus, Process management. Results are recorded and the views of Pre-service teachers from ASPETE <strong>(<strong>School of Pedagogical & Technological Education),</strong> </strong>Thessaloniki, Greece, are analyzed in light of these criteria, highlighting thus the Quality Assurance dimensions of the Greek Tertiary education system. 123 Pre-service teachers from ASPETE Thessaloniki participated in the survey. The strong as well as the problematic situations of the criteria of the MBNQA model were registered and analyzed. Furthermore, the reasons of the low performance and obstacles of the learning process were discussed and ways contributing to Continuous Improvement, that requires constant awareness and focus, were proposed. These points support the MBNQA model as an operational framework for Total Quality Management and also strengthen the results obtained in previous studies for the EFQM Model suggesting that quality award models actually provide a suitable framework for quality management.</p>

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Haktanır, Elif. "Interval valued Pythagorean fuzzy aggregation operators based Malcolm Baldrige National Quality Award assessment". Journal of Intelligent & Fuzzy Systems 39, nr 5 (19.11.2020): 6431–41. http://dx.doi.org/10.3233/jifs-189108.

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Malcolm Baldrige National Quality Award (MBNQA) is a quality assessment and rewarding system that aims to increase the awareness of quality management. Although the award is launched in the USA in 1989 and only given to the U.S based companies, it is recognized internationally. There are 7 types of categories in the award system (Leadership, Strategic planning, Customer focus, Measurement, analysis, and knowledge management, Workforce focus, Process management, and Results) where the evaluation is made over 1000 points and each category has its own weight. Since almost all the publications in the literature are based on crisp measurements and evaluations of the system performances, we proposed a multi attribute decision making (MADM) method using interval valued Pythagorean fuzzy weighted averaging (IVPFWA) and interval valued Pythagorean fuzzy weighted geometric (IVPFWG) aggregation operators for MBNQA assessment to represent the decision makers’ subjective evaluations better. A comparison of the results with Technique for Order Preference by Similarity to Ideal Solution (TOPSIS) method and an illustrative example are presented in the study.

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Mohamed, Zulkifli, i Muhammad Saiful Anuar Yusoff. "Malcolm Baldrige Approach in University Management: An Importance – Performance Matrix Analysis (IPMA)". Asian Journal of University Education 17, nr 2 (6.06.2021): 273. http://dx.doi.org/10.24191/ajue.v17i2.13408.

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Abstract: Academic management is an important activity in managing a university. Failure in managing academic and student affairs can void a university credibility and program accreditation by MQA. Ineffective management approach will halt the university’s progress in achieving the academic excellence and creating Society 5.0. To overcome the issue, various approaches can be applied and one of them is the Malcolm Baldrige National Quality Award (MBNQA) approach which includes six important elements in management. Malcolm Baldridge model emphasizes Leadership role, Strategic Management, Customer Focus, Data Measurement, Human Resource Focus and Work Process in order to improve organizational performance (Result). However, there is a question on what factors should be given the priority in ensuring excellence in organizational management. Therefore, this study has been conducted in order to see what is the main factor among these six elements in MBNQA approach that is considered more important in achieving organizational goals. A sample of study have been conducted on 129 staffs in Universiti Teknologi MARA Kelantan Campus (UiTMCK). Hypothesis testing revealed that 5 out of 6 factors of management elements are having a positive relationship. While IPMA analysis shows that the Human Resource Focus is the most important factor, followed by Data Measurement, Work Process Focus and Customer Focus factors that influence the effectiveness of organization. Leadership factor gained the highest performance despite its less importance compared to other factors in IPMA analysis. Keywords: Academic management, Customer focus, Data management, Malcolm Baldrige, Leadership, IPMA.

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Asif, Muhammad, Arif Jameel, Noman Sahito, Jinsoo Hwang, Abid Hussain i Faiza Manzoor. "Can Leadership Enhance Patient Satisfaction? Assessing the Role of Administrative and Medical Quality". International Journal of Environmental Research and Public Health 16, nr 17 (3.09.2019): 3212. http://dx.doi.org/10.3390/ijerph16173212.

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This paper aimed to investigate the relationships between participative leadership (PL), administrative quality (AQ), medical quality (MQ), and patient satisfaction (PS) using the Malcolm Baldrige National Quality Award Healthcare Criteria (MBNQA) criteria. The study further examined the intervening influence of administrative quality and medical quality on the relationship between participative leadership and patient satisfaction. The data was obtained from 123 public sector hospitals in Pakistan. We employed confirmatory factor analysis (CFA) and structural equation modeling (SEM) techniques to test the structural model. From the study results, we found significant and positive relationships between participative, administrative quality, medical quality, and patient satisfaction. In addition, our research found administrative quality and medical quality as potential mediators on PL-PS relation. Adopting participative leadership as an exogenous factor, and both administrative and medical quality as potential mediators of patient satisfaction, provided new insights into MBNQA criteria.

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Garza-Reyes, Jose Arturo, Fred Visnevskis, Vikas Kumar i Jiju Antony. "A review and comparative analysis of the Russian Federation Government Quality Award". Measuring Business Excellence 19, nr 4 (16.11.2015): 1–16. http://dx.doi.org/10.1108/mbe-08-2014-0028.

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Purpose – The paper aims to present a review and comparison of the Russian Federation Government Quality Award (RFGQA) with the three major business excellence models, Malcolm Baldrige National Quality Award (MBNQA), European Foundation for Quality Management (EFQM) Award and Deming Prize. Design/methodology/approach – The paper briefly reviews the RFGQA through a desk-top research method. Then, it adapts the comparative approach used in a similar study by Vokurka et al. (2000). Thus, the comparative analysis consisted in contrasting two characteristics of the RFGQA with those of the MBNQA, EFQM Award and Deming Prize, namely, award descriptors (i.e. objectives and criteria) and emphasis placed on excellence criteria (i.e. weighting). The study also includes a mapping assessment to explore up to what extent the RFGQA addresses the criteria of the major models. Findings – Although the RFGQA was designed based on the concept and structure of the EFQM model, the results of the study indicate that there are still differences among them, especially in terms of internal business processes. RFGQA finds more differences with the MBNQA and Deming Prize excellence models than with the EFQM. Practical implications – This research would benefit organisations and managers in Russia, as they will be able to acquire a deeper knowledge on the RFGQA. This may facilitate its awareness and implementation. Originality/value – The paper expands the current knowledge in the area of quality management and models for business excellence, as it is among the very first investigations to have studied the RFGQA model.

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Sabella, Anton Robert, Rami Kashou i Omar Omran. "Assessing quality of management practices in Palestinian hospitals". International Journal of Organizational Analysis 23, nr 2 (11.05.2015): 213–32. http://dx.doi.org/10.1108/ijoa-03-2014-0747.

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Purpose – This paper aims to provide an assessment of the quality of management practices and implementation in hospitals operating in the West Bank of Palestine using the Malcolm Baldrige National Quality Award (MBNQA) Criteria. Design/methodology/approach – Based on the MBNQA Criteria, a survey of 51 hospitals was conducted using questionnaires, interviews and focus groups to gather data. Data were analyzed and compared across all administrative types of hospitals using the MBNQA points system. Findings – The results show that the performance of non-governmental organizations and private hospitals was superior with respect to all other administrative types. A closer look at the results show that all hospitals exhibit areas of concern such as human resource focus, information and analysis, as well as performance results. Research limitations/implications – Despite the exclusion of hospitals operating in the Gaza Strip, this research promotes critical management practices aimed at improving quality of management practices and their subsequent implementation in the surveyed hospitals. Practical implications – The MBNQA Criteria, as well as other quality assessment tools, can be used to measure the various activities of hospitals and identify competencies and weaknesses in a tangible manner to improve hospital performance. Originality/value – This paper presents a fresh perspective on the quality management issues in Palestinian hospitals to practitioners, administrators and academics using the MBNQA Criteria. Also, it serves as a foundation for future initiatives and programs aimed at improving quality in hospitals.

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Honnutagi, Abdul Razak, Rajendra Sonar i Subash Babu. "Quality Accreditation System for Indian Engineering Education Using Knowledge Management and System Dynamics". International Journal of Quality Assurance in Engineering and Technology Education 2, nr 3 (lipiec 2012): 47–61. http://dx.doi.org/10.4018/ijqaete.2012070105.

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The engineering education system of India is becoming increasingly complex due to reasons like unmanageable numbers of colleges affiliated to universities, wide spectrum of student quality, multi-boss system in management and conflicting interests of stakeholders. Since the Accreditation board of engineering and technology (ABET) of U.S., Malcolm Baldrige National Quality Award (MBNQA) of U.S. and European Foundation for Quality Management (EFQM) of UK have been established; many other countries have developed their own version of national quality award (NQA) and accreditation systems. These NQAs and accreditation systems tend to follow the same general framework with different emphases on criterion. Since MBNQA has a prominent knowledge management (KM) component in it and EFQM has a strong mechanism of measuring outcomes/results, it’s attempted to develop a robust framework for Knowledge Quality Management (KQM) by integrating KM and outcome components into it using systems theory. The system dynamics (SD) approach is proposed for the visualization and analysis of quality assessment of undergraduate engineering education in India. Towards this, all possible attributes and indicators to study the interaction and interrelationship of various enablers and results have been identified. Causal loop diagrams (CLDs) and the integrated CLD for the entire proposed model enabling development of a system dynamics (SD) model is presented.

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Widjajanto, Sugiri, Yulio Agefa Purmala i Dina Rosdiana. "Rancangan pengukuran kinerja layanan publik: Studi kasus pelayanan pengujian alat ventilator BPFK Kemenkes RI". Operations Excellence: Journal of Applied Industrial Engineering 12, nr 2 (20.07.2020): 145. http://dx.doi.org/10.22441/oe.2020.v12.i2.001.

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Various organizations in Indonesia collaborate to make various types of medical ventilator prototypes due to Covid-19 demand. PERMENKES RI no. 54/2015 obliged all medical devices must go through testing and inspection process by authorized institution Badan Pengamanan Fasilitas Kesehatan (BPFK) under the Ministry of Health of Republik Indonesia. This article has designed a performance measurement for the ventilator testing laboratory using MBNQA (Malcolm Baldrige National Quality Award) approaching which is integrated with ISO/SNI-17025 requirement of both management and technical. There are ten technical requirements and fifteen management requirements of ISO/SNI-17025 inserted into seven Baldrige criteria: leadership, strategic planning, customer focus, management of assessment, analysis & knowledge, personnel, operations and results. Data and information is designed to be collected through interview and questionnaire on a Likert scale. The response score for each question and feedback will be evaluated based on the process and outcome dimensions. Further research is required to validate the questionnaire, conduct interviews, segregate management and laboratory technician questions, and add evaluation of ADLI (approach, dissemination, learning & integration) and LeTCI (levels, trends, comparisons & integration) methods as well the ADLI & LeTCI score and matrix results. The obtained MBNQA score will indicate award category of the laboratory as world leader or benchmark leader or only at early development stage.

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Hussein, Mohamed I. M. "Availability of the Requirements of the American Malcolm Baldrige National Quality Award (MBNQA) in Diyala Electric Industry". TANMIYAT AL-RAFIDAIN 38, nr 124 (1.12.2019): 105–22. http://dx.doi.org/10.33899/tanra.2019.164124.

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Sunil C. D'Souza i A.H. Sequeira. "Information Systems and Quality Management in Healthcare Organization: An Empirical Study". Journal of Technology Management for Growing Economies 2, nr 1 (25.04.2011): 47–60. http://dx.doi.org/10.15415/jtmge.2011.21003.

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The paper explores current status of information systems, identifies gaps in the current information systems and assessment in healthcare organization. This paper is based on Critical Analysis of literature and a questionnaire is administered on administrative level employees of South Indian healthcare organizations. It has been identified that healthcare organization should have specific strategy and must implement measures derived from strategy. Data and information systems should be seen as business resources. The knowledge base of medical field is large and it is growing rapidly. Hence information system must be integrated across the enterprise. The results of the study determined the relationship between measurement, analysis and knowledge Management on performance. The Information system is the newest dimension among the MBNQA (Malcolm Baldrige National Quality Award) criteria. The Information system performance was assessed in terms of management relevant data and information. The outcomes suggest that there is a growing recognition of the administrators about the importance and use of information systems as a critical resource in healthcare organizations. From the study it is inferred that information system analysis continues to be a challenge. The higher utilization of technology, computerization and the Internet has resulted in dramatic change in the quality performance of the Healthcare Organizations. The paper provides an empirical evidence that information system has an impact on performance in the context of healthcare organizations. The information system is a key performance area of Quality management and it has received limited attention in improving quality performance including MBNQA. Finally, the study concludes that there is an immense scope for altering current information systems and it should be aligned with the quality management environment.

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Mohammad, Ibrahim Salih, i Chike F. Oduoza. "Lean-excellence business management for manufacturing SMEs focusing on KRI". International Journal of Productivity and Performance Management 69, nr 3 (22.05.2019): 519–39. http://dx.doi.org/10.1108/ijppm-11-2018-0389.

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Purpose The purpose of this paper is to develop an effective framework for implementing Lean strategies in small- and medium-sized enterprises (SMEs) in the Kurdistan Region of Iraq (KRI). Design/methodology/approach Based on the integration of LM tools and techniques with the Malcolm Baldrige National Quality Award (MBNQA) criteria a systematic Lean implementation framework for manufacturing SMEs has been proposed. The core values, drivers and tools of the proposed framework were further developed based on case studies in three SMEs in the KRI. Findings Proposed framework is able to provide a simple pathway for SMEs to systematically implement Lean techniques in seven functional areas in order to create Lean culture in the organisation. Business performance measurement in terms of profitability, customer satisfaction, employee’s satisfaction, competitiveness growth and ergonomic improvement is presented in favour of evaluating Lean outcomes appropriately. It also presents the experience of small firms in implementing Lean programmes to show that Lean is valid in SMEs. Research limitations/implications The framework concentrates only on the internal issues of the organisation, while external variables such as national culture and external support are excluded. Practical implications The framework assists improvements in SMEs that either initially attempt to start Lean journey or those that are at more advanced levels towards excellent-Lean manufacturing. The framework can also be used as a self-assessment model to determine the degree of Lean readiness. Originality/value To the best knowledge of the author, it is the first framework that integrates Lean techniques with MBNQA criteria to support Lean implementation in SMEs. It is also the first study regarding Lean-excellence in the KRI.

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Salah, Danial, i Souraj Salah. "Comparison between the UAE Government Excellence System (GES), Malcolm Baldrige National Award (MBNQA) and European Foundation for Quality Management Model (EFQM): Implications for Excellence Models". International Journal of Quality and Innovation 4, nr 3 (2019): 1. http://dx.doi.org/10.1504/ijqi.2019.10024524.

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Baidoun, Samir D., Mohammed Z. Salem i Omar A. Omran. "Assessment of TQM implementation level in Palestinian healthcare organizations". TQM Journal 30, nr 2 (5.03.2018): 98–115. http://dx.doi.org/10.1108/tqm-03-2017-0034.

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Purpose The purpose of this paper is to assess the level of total quality management (TQM) implementation in Palestinian governmental and non-governmental hospitals using the Malcolm Baldrige National Quality Award (MBNQA) framework. Design/methodology/approach The study is based on collecting data using a survey questionnaire that was designed according to the MBNQA criteria. In total, 363 questionnaires from governmental and non-governmental hospitals operating in Gaza Strip were analyzed to assess the level of TQM implementation level in all hospitals (governmental and non-governmental). Findings The main results of this study indicate that Palestinian hospitals operating in Gaza Strip perform at a relatively acceptable level. Comparing results shows that the performance of non-governmental hospitals is better with higher degree of TQM implementation than the governmental hospitals. Detailed analysis identifies improvement opportunities-related specific aspects of the human resources focus and the performance results. Research limitations/implications Although this study has collected data from one Palestinian Territory, the Gaza Strip, it still identifies the critical factors and practices for TQM implementation within the Palestinian healthcare organizations to improve performance. Practical implications This paper suggests that business excellence models such as the MBNQA criteria can be used to assess the level of implementation of quality practices and identify the strengths and weaknesses to improve the quality of service delivery, processes, and performance of hospitals. Originality/value Despite the widespread use of TQM in the developed countries, little attention has been placed to implement and assess the quality initiatives by organizations in the developing countries and even fewer in low-income Arab countries (Aamer et al., 2017; Øvretveit and Al Serouri, 2006). In addition, a very few number of studies in reference to the assessment of TQM implementation in the Palestinian context, in general, and in healthcare organizations, in particular, highlight the need for this study. To move the field in that direction, the goal of this research was to assess the level of TQM implementation in the healthcare organizations (mainly hospitals) in Gaza Strip (one of the least fortunate areas of the Palestinian-occupied territories) where no prior similar research studies could be found. Therefore, this study contributes to filling this gap in the literature by providing empirical assessment of TQM level of implementation in Gaza Strip hospitals.

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Loomba, Arvinder P. S., i Thomas B. Johannessen. "Malcolm Baldrige National Quality Award". Benchmarking for Quality Management & Technology 4, nr 1 (marzec 1997): 59–77. http://dx.doi.org/10.1108/14635779710163055.

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Ziegel, Eric R., M. Heaphy i G. Gruska. "The Malcolm Baldrige National Quality Award". Technometrics 38, nr 2 (maj 1996): 193. http://dx.doi.org/10.2307/1270436.

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Prybutok, Victor, i Robert Cutshall. "Malcolm Baldrige National Quality Award leadership model". Industrial Management & Data Systems 104, nr 7 (wrzesień 2004): 558–66. http://dx.doi.org/10.1108/02635570410550223.

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Hertz, Harry S., Curt W. Reimann i Mary C. Bostwick. "The Malcolm Baldrige National Quality Award concept". Quality Management in Health Care 2, nr 4 (1994): 63–72. http://dx.doi.org/10.1097/00019514-199402040-00012.

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Hertz, Harry S., Curt W. Reimann i Mary C. Bostwick. "The Malcolm Baldrige National Quality Award concept". Quality Management in Health Care 2, nr 4 (1994): 63–72. http://dx.doi.org/10.1097/00019514-199422000-00012.

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Collier, David A. "Service, please: The Malcolm Baldrige National Quality Award". Business Horizons 35, nr 4 (lipiec 1992): 88–95. http://dx.doi.org/10.1016/s0007-6813(05)80167-3.

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Lee, S. M., K. M. Zuckweiler i S. Trimi. "Modernization of the Malcolm Baldrige National Quality Award". International Journal of Production Research 44, nr 23 (grudzień 2006): 5089–106. http://dx.doi.org/10.1080/00207540500161043.

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Vij, Anjna, i Kurt Darr. "The Malcolm Baldrige National Quality Award for Healthcare Organizations". Hospital Topics 73, nr 3 (lipiec 1995): 4–7. http://dx.doi.org/10.1080/00185868.1995.9950570.

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Caplan, Frank. "CURRENT STATE OF THE MALCOLM BALDRIGE NATIONAL QUALITY AWARD". Quality Engineering 10, nr 4 (czerwiec 1998): vii—viii. http://dx.doi.org/10.1080/08982119808919176.

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Klingel, Patti. "Malcolm Baldrige National Quality Award Winners Feted in Washington, DC". Journal For Healthcare Quality 24, nr 4 (lipiec 2002): 43. http://dx.doi.org/10.1111/j.1945-1474.2002.tb00446.x.

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Przasnyski, Zbigniew H., i Lawrence S. Tai. "Stock performance of Malcolm Baldrige National Quality Award winning companies". Total Quality Management 13, nr 4 (lipiec 2002): 475–88. http://dx.doi.org/10.1080/09544120220149287.

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Bhote, Keki R. "Motorola's long march to the Malcolm Baldrige National Quality Award". National Productivity Review 8, nr 4 (1989): 365–76. http://dx.doi.org/10.1002/npr.4040080405.

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Peng, Xianghui, i Victor Prybutok. "Relative effectiveness of the Malcolm Baldrige National Quality Award categories". International Journal of Production Research 53, nr 2 (29.09.2014): 629–47. http://dx.doi.org/10.1080/00207543.2014.961207.

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Goldstein, Sheldon D. "Measuring Up". Mechanical Engineering 132, nr 02 (1.02.2010): 36–38. http://dx.doi.org/10.1115/1.2010-feb-4.

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This article presents an overview of the Malcolm Baldrige National Quality Award program. The award program was launched by Congress when it passed the Malcolm Baldrige National Quality Improvement Act of 1987. The act and the award it created were named for Ronald Reagan’s first Secretary of Commerce, who was killed in July 1987. The purpose of this award is to recognize outstanding, well-managed companies to set a standard of competitive excellence for American enterprises in the global economy. Applicants complete an application that makes them take stock of their critical practices—in management, employee relations, customer focus, and other key areas of business operations. The application, which reflects principles known as the Baldrige Criteria, invites a company to look at itself methodically to recognize what it is doing well and to find areas where improvement is possible. Although winning the award is prestigious, the more fundamental value lies in structuring a company’s culture and practices to deserve it.

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Lee, S. M., B. H. Rho i S. G. Lee. "Impact of Malcolm Baldrige National Quality Award Criteria on organizational quality performance". International Journal of Production Research 41, nr 9 (styczeń 2003): 2003–20. http://dx.doi.org/10.1080/0020754031000077329.

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DORIO, MARTIN M. "TOTAL QUALITY SELF-APPRAISAL: USE OF THE MALCOLM BALDRIGE NATIONAL QUALITY AWARD CRITERIA". Quality Engineering 5, nr 2 (styczeń 1992): 225–41. http://dx.doi.org/10.1080/08982119208918965.

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Meyer, Susan M., i David A. Collier. "Contrasting the Original Malcolm Baldrige National Quality Award and the Health Care Pilot Award". Quality Management in Health Care 6, nr 3 (1998): 12–21. http://dx.doi.org/10.1097/00019514-199806030-00002.

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Gaucher, Ellen, i Eric Kratochwill. "The Malcolm Baldrige National Quality Award: Implications and Uses for Healthcare Organizations". Infection Control and Hospital Epidemiology 16, nr 5 (maj 1995): 302–7. http://dx.doi.org/10.2307/30143097.

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Wilson, Darryl D., i David A. Collier. "An Empirical Investigation of the Malcolm Baldrige National Quality Award Causal Model". Decision Sciences 31, nr 2 (czerwiec 2000): 361–83. http://dx.doi.org/10.1111/j.1540-5915.2000.tb01627.x.

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Ghosh, Soumen, Robert B. Handfield, Vijay R. Kannan i Keah Choon Tan. "A structural model analysis of the Malcolm Baldrige National Quality Award framework". International Journal of Management and Decision Making 4, nr 4 (2003): 289. http://dx.doi.org/10.1504/ijmdm.2003.003996.

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Curkovic, Sime, Steve Melnyk, Roger Calantone i Robert Handfield. "Validating the Malcolm Baldrige National Quality Award Framework through structural equation modelling". International Journal of Production Research 38, nr 4 (marzec 2000): 765–91. http://dx.doi.org/10.1080/002075400189149.

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Miller, Jason, i Mahour Mellat Parast. "Learning by Applying: The Case of the Malcolm Baldrige National Quality Award". IEEE Transactions on Engineering Management 66, nr 3 (sierpień 2019): 337–53. http://dx.doi.org/10.1109/tem.2018.2828000.

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Gaucher, Ellen, i Eric Kratochwill. "The Malcolm Baldrige National Quality Award: Implications and Uses for Healthcare Organizations". Infection Control and Hospital Epidemiology 16, nr 5 (maj 1995): 302–7. http://dx.doi.org/10.1086/647111.

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Howze, Yvonne Simmons. "The Missouri School for the Blind: A Model of Quality for School Improvement". Journal of Visual Impairment & Blindness 94, nr 5 (maj 2000): 261–66. http://dx.doi.org/10.1177/0145482x0009400502.

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In their quest for excellence, educators have been using the criteria of the Malcolm Baldrige National Quality Award to create systemic change. This article describes the award and how the Missouri School for the Blind has been using it to measure its organizational effectiveness by focusing on the future, managing by fact, and creating innovative solutions to meet the needs of students, families, staff, and other service providers.

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Pryor, Mildred Golden. "Jay Champion of Elevations Credit Union, 2014 Malcolm Baldrige National Quality Award Recipient". Journal of Applied Management and Entrepreneurship 21, nr 3 (1.07.2016): 119–23. http://dx.doi.org/10.9774/gleaf.3709.2016.ju.00008.

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Bruno, Isabelle. "Le Malcolm Baldrige National Quality Award : des « gourous » aux « missionnaires » de la qualité". Sociétés contemporaines 89, nr 1 (2013): 47. http://dx.doi.org/10.3917/soco.089.0047.

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Belohlav, James A., Lori S. Cook i Daniel R. Heiser. "Using the Malcolm Baldrige National Quality Award in Teaching: One Criteria, Several Perspectives*". Decision Sciences Journal of Innovative Education 2, nr 2 (lipiec 2004): 153–76. http://dx.doi.org/10.1111/j.1540-4609.2004.00042.x.

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Prybutok, Victor, Xiaoni Zhang i Daniel Peak. "Assessing the effectiveness of the Malcolm Baldrige National Quality Award model with municipal government". Socio-Economic Planning Sciences 45, nr 3 (wrzesień 2011): 118–29. http://dx.doi.org/10.1016/j.seps.2010.12.003.

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Berman, Steven. "Using Malcolm Baldrige National Quality Award Criteria for Improvement: An Interview with Ellen Gaucher". Joint Commission Journal on Quality Improvement 21, nr 5 (maj 1995): 249–56. http://dx.doi.org/10.1016/s1070-3241(16)30146-8.

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Chatzkel, Jay. "Quest for Excellence XII ‐ the official conference of the Malcolm Baldrige National Quality Award". Measuring Business Excellence 4, nr 3 (wrzesień 2000): 15–18. http://dx.doi.org/10.1108/13683040010377773.

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Vrtodušić Hrgović, Ana-Marija. "QUALITY MANAGEMENT IN TOURISM AND HOSPITALITY INDUSTRY". Tourism and hospitality management 11, nr 1 (maj 2005): 121–33. http://dx.doi.org/10.20867/thm.11.1.7.

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Snažna je konkurencija na tržištu uvjetovala razvoj novog pristupa upravljanju poznatog kao Upravljanje potpunom kvalitetom (TQM - Total Quality Management). Zbog važnosti koju kvaliteta ima u postizanju konkurentske prednosti i u hotelskoj su se industriji počeli primjenjivati sustavi upravljanja potpunom kvalitetom. Prilikom uvođenja ovih sustava hotelska poduzeća mogu koristiti različite pristupe koje će prilagoditi svojim uvjetima poslovanja. Pri tome se mogu koristiti tzv. "TQM standardi ili okviri" tj. nacionalni ili međunarodni standardi i nagrade za kvalitetu, a zbog svoje su široke primjene u radu dati okviri koje nudi međunarodni standard ISO 9001:2000 te modeli poslovne izvrsnosti Malcolm Baldrige National Quality Award i European Quality Award.

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Seemer, Robert H. "Winning more than the malcolm baldrige national quality award at AT & T transmission systems". National Productivity Review 12, nr 2 (1993): 143–65. http://dx.doi.org/10.1002/npr.4040120204.

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Kumar, Vinod, Dong-Young Kim i Uma Kumar. "Comparison of the Malcolm Baldrige National Quality Award Model and the Intellectual Capital Management Model". International Journal of Knowledge, Culture, and Change Management: Annual Review 8, nr 2 (2008): 177–86. http://dx.doi.org/10.18848/1447-9524/cgp/v08i02/50395.

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REIMANN, CURT W., i HARRY S. HERTZ. "UNDERSTANDING THE IMPORTANT DIFFERENCES BETWEEN THE MALCOLM BALDRIGE NATIONAL QUALITY AWARD AND ISO 9000 REGISTRATION". Production and Operations Management 3, nr 3 (5.01.2009): 171–85. http://dx.doi.org/10.1111/j.1937-5956.1994.tb00118.x.

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Aydın, Serhat, i Cengiz Kahraman. "Evaluation of firms applying to Malcolm Baldrige National Quality Award: a modified fuzzy AHP method". Complex & Intelligent Systems 5, nr 1 (20.03.2018): 53–63. http://dx.doi.org/10.1007/s40747-018-0069-9.

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Duarte, Neville T., Jane R. Goodson i T.-Michael P. Dougherty. "Managing innovation in hospitals and health systems: Lessons from the Malcolm Baldrige National Quality Award Winners". International Journal of Healthcare Management 7, nr 1 (25.11.2013): 21–34. http://dx.doi.org/10.1179/2047971913y.0000000052.

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