Relevant bibliographies by topics / Baldrige Criteria for Performance Excellence

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  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Baldrige Criteria for Performance Excellence'

Author: Grafiati
Published: 4 June 2021
Last updated: 1 February 2022

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Journal articles on the topic "Baldrige Criteria for Performance Excellence"

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Lawrence, Nathan Allan, and Mohamad Saleh Hammoud. "Strategies to Implement the Baldrige Criteria for Performance Excellence." International Journal of Management Excellence 9, no. 1 (June 30, 2017): 1040–49. http://dx.doi.org/10.17722/ijme.v9i1.912.

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Only a small number of U.S. businesses have adopted the Baldrige Performance Excellence Program. The purpose of this multiple case study was to explore strategies that executive business leaders use to implement the Baldrige Criteria for Performance Excellence. The study population consisted of six business executives and two organizations in the U.S. state of Texas, all with experience in implementing the Baldrige Criteria for Performance Excellence. The theory of high performance work systems provided the conceptual framework for the study. Data were gathered from interviews and record reviews that were conducted within the organizations. Inductive analysis was used to identify words, phrases, ideas, and actions that were consistent among participants and organizations as well as patterns and themes. Triangulation of sources between the interview and record review data was used for consistency. Three main themes emerged from data analysis: organizations embedded the Baldrige Criteria for Performance Excellence into native work models; they also used robust strategy deployment systems with accountability for action plans to spread the Baldrige Criteria for Performance Excellence; and, rather than specifically create goals to align with the Baldrige Criteria for Performance Excellence, they identified actions to reach organizational strategic goals that were molded using the Baldrige Criteria for Performance Excellence as a business model.
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Abdulla Badri, Masood, Hassan Selim, Khaled Alshare, Elizabeth E. Grandon, Hassan Younis, and Mohammed Abdulla. "The Baldrige Education Criteria for Performance Excellence Framework." International Journal of Quality & Reliability Management 23, no. 9 (December 2006): 1118–57. http://dx.doi.org/10.1108/02656710610704249.

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Lawrence, Nathan Allan, and Mohamad Saleh Hammoud. "Strategies to Implement the Baldrige Criteria for Performance Excellence." International Journal of Management Excellence 9, no. 1 (July 6, 2017): 1040. http://dx.doi.org/10.17722/ijme.v9i1.341.

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Alda, Tania. "Performance Measurement Analysis Based on Baldrige Excellence Framework in Palm Oil Company." Jurnal Sistem Teknik Industri 23, no. 2 (July 28, 2021): 146–54. http://dx.doi.org/10.32734/jsti.v23i2.5890.

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Performance measurement is needed to evaluate the condition of the company. Based on preliminary discussions with the company, the company's performance measurement still focused on the financial aspects and has not carried out a comprehensive performance measurement involving other aspects of the company that is also important to know its performance. So, the company does not know the substantive condition of the company. The purpose of this research is to identify the position by using the Baldrige excellence framework (BEF) so that the company knows its condition and can improve and enhance the company's performance. Baldrige excellence framework used to identify the position of the company using seven criteria, namely leadership, strategy, customers, knowledge management, workforce, operations, and results. After identifying the company's position with the baldrige excellence framework, then analysis is carried out to find the root cause of the problem based on the Baldrige Excellence Framework assessment using a fishbone diagram. The maximum score of the Baldrige Excellence Framework is 1000. Based on the assessment, the results showed that the company was in the Early Result category with a value of 314,25. It means that the company is already at a good early stage to achieve the company's excellent performance.
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Hidayat, Abdul Aziz Alimul, and Musrifatul Uliyah. "Analysis of Nursing Education Excellence in Indonesia Using Baldrige Criteria." Creative Nursing 25, no. 4 (November 1, 2019): 275–83. http://dx.doi.org/10.1891/1078-4535.25.4.275.

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This research aimed to analyze nursing education excellence in 54 nursing schools in East Java, Indonesia, using Baldrige Criteria for Performance Excellence (BCFPE) to evaluate competitive advantage on an international level. Data were collected through interviews; questionnaires; and documentation from heads of departments, lecturers, and students. Data obtained using the Baldrige modified questionnaire were analyzed with descriptive statistics and then classified using the BCFPE score. Results showed that these schools of nursing were still in the early growth stages in all areas measured. Their overall achievement scores were below 50%. The schools of nursing could achieve world-class performance and competitive advantage in nursing education, emerging as industry leaders, by improving leadership; customer focus; strategic planning; measurement, analysis, and knowledge management; human resources focus; and learning process.
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DeJong, Douglas J. "Quality improvement using the Baldrige Criteria for Organizational Performance Excellence." American Journal of Health-System Pharmacy 66, no. 11 (June 1, 2009): 1031–34. http://dx.doi.org/10.2146/ajhp080450.

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Asif, Muhammad, Abdul Raouf, and Cory Searcy. "Developing measures for performance excellence: is the Baldrige criteria sufficient for performance excellence in higher education?" Quality & Quantity 47, no. 6 (May 11, 2012): 3095–111. http://dx.doi.org/10.1007/s11135-012-9706-3.

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Sulistyo, Agung, and Fitria Agustin Sri Arwandi. "KRITERIA MALCOLM BALDRIGE DI ERA REVOLUSI INDUSTRI 4.0 PADA PERUSAHAAN MEDIA CETAK DALAM UPAYA MENCIPTAKAN PERUSAHAAN UNGGUL DANBERKELANJUTAN DI YOGYAKARTA." Jurnal Riset Manajemen Sekolah Tinggi Ilmu Ekonomi Widya Wiwaha Program Magister Manajemen 7, no. 1 (April 8, 2020): 84–93. http://dx.doi.org/10.32477/jrm.v7i1.190.

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The development of Information technology has e a wide-ranging impact on every business, including print media. The ease and speed of public in getting information is one of its own threats, plus competition between similar businesses is no less Great. The Baldrige Kriteria is a concept that can be used to evaluate performance, encourage and study of a company to be excellence and sustainable. Baldrige Criteria consist of 7 pillars, namely : Leadership, Strategic Planning, Focus on Consumer and markets, measurement analysis and knowledge management, focus on human resources, management of business processes and results. The purpose of this study was to analyse the application of the concept of Baldrige criteria in the printed media (PT. BP Kedaulatan Rakyat) in an effort to create excellence and sustainable companies. This study uses a qualitative methode with a descriptive approach that is integrated to the concept of Baldrige Criteria. Data collection in this study uses in-depth interviews, observation, documentary methods, visual materials and literature study. The subject of this study were several employees from variousparts of the company. Based on the research that has been done, the results show that the management of the company is not in accordance with the Baldrige Criteria. The results of the study explain that the attributes used have not been fully applied, so it is necessary to have an appropriate program to become a excellence and sustainable companies.
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Setiawan and Humiras Hardi Purba. "A Systematic Literature Review of Malcolm Baldrige National Quality Award (MBNQA)." Journal of Technology Management for Growing Economies 12, no. 1 (April 28, 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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Vokurka, Robert J. "Operationalising the balanced scorecard using the Malcolm Baldrige Criteria for Performance Excellence (MBCPE)." International Journal of Management and Enterprise Development 1, no. 3 (2004): 208. http://dx.doi.org/10.1504/ijmed.2004.004521.

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Dissertations / Theses on the topic "Baldrige Criteria for Performance Excellence"

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LeRoy, Kathryn A. "Baldrige Education Criteria for Performance Excellence: perceptions of district personnel of implementation and impact on collective teacher efficacy." Texas A&M University, 2004. http://hdl.handle.net/1969.1/2709.

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The purpose of this study was to identify those elements of the Baldrige Education Criteria for Performance Excellence that central office leaders, principals, and teachers perceive as having an impact on collective teacher efficacy. The study determined if there was a relationship between the perceptions of central office leaders, principals, and teachers concerning the implementation of the criteria, the difficulty of implementation, and the impact of implementation on collective teacher efficacy. The population for this study included sixty individuals from three school districts from Texas, North Carolina, and New Mexico who have implemented the Baldrige Education Criteria for Performance Excellence for a minimum of five years. The Delphi Technique was used for the study utilizing a questionnaire linked to six of the seven categories of the Baldrige Education Criteria for Performance Excellence. Quantitative data was analyzed using descriptive statistics, which were reported using numerical and graphic techniques. The key findings of this study suggest that the Baldrige Education Criteria for Performance Excellence, which the three study school districts chose as a framework for improving organizational performance, has had a perceived positive impact on collective teacher efficacy. The following conclusions were drawn from the data analysis: ?? Implementation of the Baldrige Criteria requires a long-term commitment, ?? Districts committed to implementation of the criteria develop systematic approaches to management processes, persevere in their deployment, and continually assess performance to determine areas for improvement. ?? The difficulty of implementation of the criteria relates to the effort required to align and deploy systematic approaches throughout the organization. ?? Commitment and implementation begins at the senior leadership level of central office and cascades through the organization to principals and classroom teachers. The extent to which systematic management approaches have been deployed to the classroom teacher level determines the level of impact of implementation on collective efficacy. ?? The Baldrige Education Criteria for Performance Excellence provide a framework for school districts to improve organizational performance from a systems perspective to achieve organizational and student success. ?? The more mature a district??s deployment/implementation of the criteria, the greater the impact on collective teacher efficacy.
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Collins, Suzanne Andrea. "Strategies for Identifying and Selecting Performance Measures of Effectiveness for Nonprofit Organizations." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/6188.

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There is a growing demand for accountability of nonprofit organizations, and nonprofit business leaders are increasingly under pressure to demonstrate operational effectiveness. The problem is that some business leaders of nonprofit organizations lack strategies for identifying and selecting actionable performance measures of operational effectiveness. Using the plan-do-study-act conceptual framework, this single case study of a nonprofit organization located in the mid-Atlantic region of United States was conducted to explore strategies that 3 of its business leaders used to identify and select actionable performance measures of operational effectiveness. Using thematic analysis of data collected from semistructured interviews, documents, and public sources, emergent themes included: (a) usefulness of measures, (b) customer experience, and (c) workforce education. The findings of this study may have implications for social change by helping nonprofit business leaders achieve consensus on measures of effectiveness beyond financial measures. Additionally, the findings could support the usefulness of transparency in reporting performance outcomes, encourage a shift in focus from program spending and ratios to effectiveness, and prompt external stakeholders to expect performance measures that demonstrate effectiveness in nonprofit program operations.
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Blacklock, Jordan. "The Strategic Plan of a Medium-Size Enterprise Compared to the Baldrige Criteria." TopSCHOLAR®, 2013. http://digitalcommons.wku.edu/theses/1304.

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The purpose of this study was to provide a case example of one SME (small to medium-size enterprises) documented practices compared to the Baldrige Program’s Criteria for Performance Excellence (Criteria). This study evaluated the degree to which the case example organization practiced the philosophies and principles of the Criteria without direct knowledge of the Criteria. The researcher conducted evaluations by examining the case example organization’s strategic plan against the Criteria. Results of this study’s demonstrated that the Baldrige Program would not be a change in direction for the case example organization but a systematic approach to enhance the methods already deployed by the case example organization. Evaluations identified items on both documents that could be relatable to items contained on the opposing document. This study also identified the actual number of requirement items contained within the Criteria, in order to provide a better understanding of the current Criteria’s level of complexity.
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Quebodeaux, Pamela Stacey. "Quality in Education in the Calcasieu Parish School System: Experiences of Administrators." ScholarWorks@UNO, 2010. http://scholarworks.uno.edu/td/1193.

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The Malcolm Baldrige Education Criteria for Performance Excellence outline effective practices and core values that have assisted businesses, health agencies, government institutions, and several school systems in the United States to improve performance within their organizations. Recent studies of school districts from across the nation have indicated some degree of success with implementation of the Malcolm Baldrige Education Criteria for Performance Excellence. This phenomenological study of principals' experiences with implementation of Quality in Education (based on the Baldrige Education Criteria) within the Calcasieu Parish School System answers the question: What are principals' experiences with the implementation of Quality in Education? Data were collected through individual interviews and questionnaires. Participants included ten principals who had been engaged in this district implementation effort for at least three years, as well as their administrative directors. Transcription, coding, and analysis resulted in emerging themes and key findings, which were organized as benefits and barriers to implementation of this school reform initiative. Benefits were identified as data-based decision-making and use of student data binders, a narrow focus and working smarter, not harder, and increased student responsibility for learning, parent communication and faculty input. This was accomplished through district support with professional development and the work of Quality mentors. Barriers were identified as teacher turnover and continual training of new staff, implementation of other programs, lack of faculty buy-in, and time. This study informs the literature of implementation issues with school reform initiatives.
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Collier, Denise Lou. "A systems approach to school improvement : the identification and prioritization of core educational systems and processes using the Baldrige quality criteria as an improvement framework for high-performing schools /." Access restricted to users with UT Austin EID Full text (PDF) from UMI/Dissertation Abstracts International, 2001. http://wwwlib.umi.com/cr/utexas/fullcit?p3026194.

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Osters, Sandra Norton. "Usefulness of the Texas award for performance excellence in education criteria for a comprehensive program review in student affairs: a case study of two departments in a division of student affairs at a research extensive university." Diss., Texas A&M University, 2003. http://hdl.handle.net/1969.1/5795.

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The culminating recommendations of the United States Secretary of Education, Margaret Spellings’ 2006 Commission on the Future of Higher Education report demand greater access, affordability, quality and accountability in higher education. Student affairs, as well as their academic counterparts, must show that they function effectively and contribute to student learning and development. A promising program review process for student affairs to fulfill this expectation is found in the Education Criteria of the Malcolm Baldrige National Quality Award and its state-level equivalent, the Texas Award for Performance Excellence in Education Criteria. The purpose of this study was to determine the usefulness of the Texas Award for Performance Excellence Education Criteria, Progress Level, as the basis for a comprehensive program review in two diverse student affairs departments. Additionally, the study was to determine the potential usefulness of the Criteria as a management strategy for senior leadership in each department to focus on assessment, planning, improvement and change. The descriptive case study was conducted using naturalistic inquiry methodology with two student affairs departments. The researcher spent nine months in the field as a participant observer. Methodology included observations of training and team leader meetings; interviews with participants, department directors, and the Office of the Vice President; document review of both self-study reports; and the researcher’s reflexive journal. Student affairs departments are particularly well-suited for the quality concept of serving customers and, in this case, students as their primary customer. The researcher concluded that the Texas Award for Performance Excellence in Education Criteria serve as a useful basis for a comprehensive program review and as a management strategy for senior leadership under the following conditions: The department must be a mature and functional unit. Student affairs staff need a foundation in quality principles, in general, and the core values, Criteria and language of the Texas Award for Performance Excellence in Education before embarking on the self-study process. The Measurement, Analysis and Knowledge Category and the Planning Category provided the most introspection and action planning for both departments. The Process Category was the most challenging for both departments.
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Lawrence, Nathan. "Driving Strategies in Performance Excellence." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3900.

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Only a small number of U.S. businesses have implemented the Baldrige Criteria for Performance Excellence to improve their performance. The purpose of this multiple case study was to explore strategies that executive business leaders use to implement the Baldrige Criteria for Performance Excellence. The study population consisted of 6 business executives and 2 organizations in the U.S. state of Texas, all with experience in implementing the Baldrige Criteria for Performance Excellence. The theory of high performance work systems provided the conceptual framework for the study. Data were gathered from interviews and record reviews that were conducted within the organizations. Inductive analysis was used to identify words, phrases, ideas, and actions that were consistent among participants and organizations as well as to identify patterns and themes. Triangulation of sources between the interview and record review data was used for consistency. Three main themes emerged from data analysis: organizational leaders embedded the Baldrige Criteria for Performance Excellence into native work models; they also used robust strategy deployment systems with accountability for action plans to spread the Baldrige Criteria for Performance Excellence; and, rather than specifically create goals to align with the Baldrige Criteria for Performance Excellence, they identified actions to reach organizational strategic goals that were created using the Criteria as a business model. Implications for positive social change arising from this study include the potential to increase the number of available jobs by improving overall organizational performance through the increased implementation and use of the Baldrige Criteria for Performance Excellence among U.S. organizations.
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Plunkett, Brandi Lyn. "Estimating third -party examiners' scoring stability on selected applications to the Texas Award for Performance Excellence." Texas A&M University, 2006. http://hdl.handle.net/1969.1/4785.

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This study was an attempt to add to existing research by estimating the ability of third-party examiners to assess whether or not an organization successfully implemented strategies based on the criteria of the Texas Award for Performance Excellence (TAPE). The TAPE is given each year by the Quality Texas Foundation and recognizes organizations that demonstrate superior performance as it is defined by customer satisfaction and continuous improvement. The TAPE is a state-level award for quality that uses the same criteria as the Malcolm Baldrige National Quality Award for Performance Excellence. This research was an analysis of the TAPE process at the level of examiners, also known as the Board of Examiners. The Board is made up of approximately 150 experienced professionals from several types of business sectors and is responsible for evaluating organizational self-assessments. In this quantitative study, data were converted from the Quality Texas Foundation into a database. Because the set of the TAPE applicants included in the study consisted of the entire population of TAPE applicants selected from 2001 to 2004, descriptive statistics were appropriate for producing informative data that could be analyzed for variation and stability in the scoring process. Exploration of patterns in descriptive statistics and multivariate analysis of variance were the primary tools used in this particular study along with Cronbach’s Alpha as an indicator of reliability. Since scoring for the TAPE is based on an individual examiner’s best subjective assessment, it was impossible to have one objective score against which all the other scores could be measured. The team consensus score was therefore used as the true score for measurement. Establishing reliability of examiners’ scores was a problem due to the fact that organizations and teams did not repeat. Results from the study led to the conclusion that there was insufficient evidence to make a determination on what influences examiners’ scoring consistency. More data will need to be collected in such a way so as to make it possible to identify that impact consistency of examiner scores.
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Ricker, Anita Paige. "An Analysis of the Tennessee Center for Performance Excellence Examiners' Continuous Improvement Process." Digital Commons @ East Tennessee State University, 2010. https://dc.etsu.edu/etd/1666.

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The purpose of the study was to evaluate the continuous improvement process of the Tennessee Center for Performance Excellence (TNCP). Results of surveys conducted annually by the TNCPE from postapplicants provided data from the state award applicants. Their responses offered indicators of satisfaction among different industry sectors (education, government, healthcare, manufacturing, nonprofit, and service) with the TNCPE services (criteria booklet, feedback report, site visit policy, TNCPE staff, and team of examiners). The survey data were obtained from the TNCPE office in Nashville, Tennessee in which award applicants were provided a series of survey questions. These questions involved the overall award program and the site visit experiences. Within the program award, data included 26 applicant responses while the site visit surveys included 107 applicant responses. In addition, an alpha level of .05 was used for all statistical tests. The major conclusions were: (1) there are differences in the industry sectors with the length of the site visit, team of examiners' team leader's leadership, and the clarity of the feedback report (control vs. influence). Other tests were not statistically significant.
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Rodrigues, Iveti Magalia Caetano. "Gestão da qualidade em uma unidade de ensino da UFSM segundo os critérios do programa Malcolm Baldrige." Universidade Federal de Santa Maria, 2005. http://repositorio.ufsm.br/handle/1/4768.

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This thesis presents a study of systems of the quality s administration, with focus on the Malcolm Baldrige Program for the education, analyzing the recommendations of the criteria: 1) leadership, 2) strategic planning, 3) students,interested parts and focus on the market, 4) information, analysis and knowledge administration, 5) focus on people and 6) administration of processes. Considering a qualitative research at Colégio Agrícola de Santa Maria (CASM) RS, which offers technical teaching and high school, it was carried out a survey on the practices of the school s administration, relating them to the criteria of such a Program. After the profile s description, strong points and improvement opportunity in the practices of the school s administration were identified, highlighting the teachers' high qualification and their pedagogical project. As improvement opportunity, it is suggested the identification of the students' needs, of the interested parts and of the market, which are contemplated in an action proposal of the quality for CASM, accomplishing this work s main objective
Esta dissertação apresenta o estudo de sistemas de gestão da qualidade, com foco no Programa Malcolm Baldrige para a educação, analisando as recomendações dos seus critérios: 1) liderança, 2) planejamento estratégico, 3) estudantes, partes interessadas e foco no mercado, 4) informação, análise e gerenciamento do conhecimento, 5) enfoque nas pessoas e 6) gerenciamento de processos. Mediante uma pesquisa qualitativa no Colégio Agrícola de Santa Maria/RS que atua no ensino técnico e médio, realizou-se um levantamento das práticas de gestão da escola, relacionando-as com os critérios do Programa citado. Após a descrição do perfil, identificaram-se os pontos fortes e oportunidade de melhoria nas práticas de gestão da escola, salientando-se a alta qualificação dos docentes e o seu projeto pedagógico. Como oportunidades de melhoria sugere-se a identificação das necessidades dos estudantes, das partes interessadas e do mercado, que estão contempladas em uma proposta de ações da qualidade para o CASM, cumprindo o objetivo principal deste trabalho
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Books on the topic "Baldrige Criteria for Performance Excellence"

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Edosomwan, Johnson Aimie. Performance excellence criteria: A customized performance excellence criteria for PennDOT, based on the Edosomwan-Baldrige-based assessment tool (EBAT-II). [Fairfax, VA]: Continuous Improvement Co., 1998.

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Edosomwan, Johnson Aimie. Edosomwan-Baldrige-based assessment tool: A customized performance excellence criteria for PennDOT. [Fairfax, VA: Quality University Press], 1998.

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J, Bentley Charlotte, ed. Performance one: An interpretive guide to the Malcolm Baldridge National Quality Award Criteria for Performance Excellence, Year 2000 Version. Las Vegas, NV: WorldSource One, Inc., 2000.

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United States. Congress. House of Representatives. Committee on Science. Subcommittee on Technology. The Malcolm Baldridge National Quality Awards Program: 1998 : criteria for performance excellence. Washington: U.S. G.P.O., 1998.

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Baldrige in plain English: Understanding performance excellence. Milwaukee, WI: ASQ Quality Press, 2015.

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Spath, Patrice. Leading your healthcare organization to excellence: A guide to using the Baldrige criteria. Chicago, Ill: Health Administration Press, 2005.

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Insights to performance excellence 2011-2012: Understanding the integrates management system and baldrige. Milwaukee: Asq Quality Press, 2011.

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Leonard, Denis G. The executive guide to understanding and implementing the Baldrige criteria: Improve revenue and create organizational excellence. Milwaukee, Wis: ASQ Quality Press, 2007.

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Wilson, Despina Dapias. The measure of library excellence linking the Malcolm Baldrige Criteria and Balanced Scorecard methods to assess service quality. Jefferson, N.C: McFarland & Co., 2007.

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Hertz, Harry S. Education Criteria For Performance Excellence: Baldrige National Quality Program. Diane Pub Co, 2004.

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Book chapters on the topic "Baldrige Criteria for Performance Excellence"

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Evans, James R. "Performance Excellence: The Malcolm Baldridge National Quality Award Criteria." In Innovations in Competitive Manufacturing, 413–25. Boston, MA: Springer US, 2000. http://dx.doi.org/10.1007/978-1-4615-1705-4_34.

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Anastasiadou, Sofia D. "Greek Tertiary Education System Evaluation in Respect of Quality Assurance Dimensions According to Malcolm Baldrige Performance Excellence Model." In Economy, Finance and Business in Southeastern and Central Europe, 811–25. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-70377-0_56.

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"Baldrige Criteria for Performance Excellence." In A Century of Excellence in MEASUREMENTS, STANDARDS, and TECHNOLOGY, edited by David R. Lide, 357–58. CRC Press, 2018. http://dx.doi.org/10.1201/9781351069397-97.

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Engelkemeyer, Susan West, and Sharon Muret-Wagstaff. "Using the Malcolm Baldrige National Quality Award Criteria to Enable KM and Create a Systemic Organizational Perspective." In Creating Knowledge-Based Healthcare Organizations, 150–63. IGI Global, 2005. http://dx.doi.org/10.4018/978-1-59140-459-0.ch012.

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Health care leaders face an intensifying array of changes and challenges that heighten the need for systematic approaches to knowledge management at the organizational level. Healthcare costs are rising, biomedical science and technological advances are burgeoning, and recent reports indicate that medical errors are widespread. In its report on strategies for achieving improvement in the quality of healthcare delivered to Americans, the Institute of Medicine recommends building organizational supports for change such as the redesign of care based on best practices, use of information technologies to capture and use clinical information, and incorporation of performance and outcome measurements for improvement and accountability (Institute of Medicine, 2001). The Baldrige National Quality Program and its Healthcare Criteria for Performance Excellence (Baldrige National Quality Program, 2003) offer both the framework and the tools to guide organizations in building these critical supports. This chapter describes the Malcolm Baldrige National Quality Award and its framework, criteria, and scoring system. It provides insight into the pitfalls that stand between an organization and successful KM, as well as examples of ways in which healthcare groups and institutions are becoming learning organizations — successfully employing cycles of learning and effective knowledge management systems in order to enhance performance and better meet the needs of their patients and other customers. The Baldrige Healthcare Criteria for Performance Excellence offer a useful framework for developing a knowledge management system at the organizational level in an increasingly complex environment. Use of the Baldrige Criteria will enhance the knowledge assets of your organization and enable your organization to deliver more value to patients and other customers. These criteria will also improve organizational efficiency and effectiveness through the management of individual, team, and organizational knowledge.
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Holt, Lila, Jeffrey Beard, and Debra S. Lee. "Use of Information Technology in Organizational Learning." In Technology Use and Research Approaches for Community Education and Professional Development, 24–39. IGI Global, 2013. http://dx.doi.org/10.4018/978-1-4666-2955-4.ch002.

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Education and development in the workplace that promotes continual improvement is vital for sustainability and performance excellence for 21st century organizations. Likewise, organizational learning has become a focal point for organizations to quickly adapt to global markets and dynamic economies. Using two theoretical frameworks, the 2010 and 2011 National Baldrige Award Winners’ applications and websites are examined to better understand how technology can support organizational learning. Information technologies are classified through the use of Huber’s (1991) constructs, while Argyris and Schön’s (1978) double-loop learning theory becomes a foundation for examining continuous improvement within organizations. Results indicate technology is an integral part of the Baldrige Award Winners’ day-to-day processes and the improvement thereof is a focal point for these organizations. While technology itself does not create a winning organization, appropriate use of technology enables an organization to track the processes that lead to customer satisfaction, thus enabling the organization to be both innovative and agile in the global workplace.
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Popescu, Cristina Raluca Gh. "Measuring Progress Towards the Sustainable Development Goals." In Handbook of Research on Novel Practices and Current Successes in Achieving the Sustainable Development Goals, 125–36. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-7998-8426-2.ch006.

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In the modern, knowledge-based economy, it is believed that mastering the methods and tools for assessing intellectual capital and capitalizing on intellectual capital influence on economic performance are essential criteria. In addition, it has been prompted that the key issues specific to performance are directly related to those of intellectual capital measurement, having to respond to the challenges of a new economy and sustainable world, built through alliances not only locally, regionally, and nationally, but also internationally – only from this perspective being able to approach performance and the idea that, in time, performance will have the potential to lead to the necessary, but sinuous and difficult road, to excellence. This chapter explores this in relation to the Sustainable Development Goals.
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Conference papers on the topic "Baldrige Criteria for Performance Excellence"

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Veselova, Andzela. "The assessment of European business excellence model criteria performance in Latvian enterprises." In 19th International Scientific Conference "Economic Science for Rural Development 2018". Latvia University of Life Sciences and Technologies. Faculty of Economics and Social Development, 2018. http://dx.doi.org/10.22616/esrd.2018.112.

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Jing, Sun, and Wang Zhiying. "Contrast Analysis of AACSB Accreditation Standards and Education Criteria for Performance Excellence." In 2007 International Conference on Service Systems and Service Management. IEEE, 2007. http://dx.doi.org/10.1109/icsssm.2007.4280097.

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Ma, Yizhong, Yang Liu, and Liping Liu. "Analyzing the Relationships of Service Quality Management Based on the Criteria for Excellence Performance of China." In 2009 International Conference on Management and Service Science (MASS). IEEE, 2009. http://dx.doi.org/10.1109/icmss.2009.5302961.

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Reports on the topic "Baldrige Criteria for Performance Excellence"

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Willette, Gail L., and Robert Ray Richards. ISO 9001 : 2000 and the Baldrige criteria for performance excellence - a comparison. Office of Scientific and Technical Information (OSTI), June 2004. http://dx.doi.org/10.2172/919125.

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