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Artículos de revistas sobre el tema "Malcolm Baldrige National Quality Award"

Autor: Grafiati

Publicado: 4 de junio de 2021

Última modificación: 30 de julio de 2024

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1

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

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Ziegel, Eric R., M. Heaphy y G. Gruska. "The Malcolm Baldrige National Quality Award". Technometrics 38, n.º 2 (mayo de 1996): 193. http://dx.doi.org/10.2307/1270436.

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3

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

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4

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

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5

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

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6

Setiawan y Humiras Hardi Purba. "A Systematic Literature Review of Malcolm Baldrige National Quality Award (MBNQA)". Journal of Technology Management for Growing Economies 12, n.º 1 (28 de abril de 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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7

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

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8

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

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9

Goldstein, Sheldon D. "Measuring Up". Mechanical Engineering 132, n.º 02 (1 de febrero de 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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Vij, Anjna y Kurt Darr. "The Malcolm Baldrige National Quality Award for Healthcare Organizations". Hospital Topics 73, n.º 3 (julio de 1995): 4–7. http://dx.doi.org/10.1080/00185868.1995.9950570.

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11

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

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Labibah, Zulfa y Setya Haksama. "PENGUKURAN KINERJA TENAGA KESEHATAN RUMAH SAKIT BERDASARKAN METODE MALCOLM BALDRIGE NATIONAL QUALITY AWARD". Journal of Digital Business and Innovation Management 2, n.º 1 (30 de junio de 2023): 61–74. http://dx.doi.org/10.26740/jdbim.v2i1.53697.

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Performance is the most important aspect of hospital operations. Bed Occupancy Rate (BOR) shows the productivity of using inpatient beds and can also show the performance of the hospital staff. The BOR rate in the inpatient unit of RS X in 2020-2022 was below the ideal rate of 60-85%. This study aims to measure the performance of the inpatient unit of RS X based on the seven Malcolm Baldrige criteria. This type of research is descriptive research with a cross-sectional approach. The population in this research is all nurses of the inpatient unit of X Hospital which amounted to 201 people. The sample was taken using simple random sampling method and calculated the proportion of each room with a sample size of 138 people. Data were collected using a questionnaire consisting of 49 statements. The results of the study obtained a percentage of achievement based on the Malcolm Baldrige score on leadership criteria of 85.25%, strategic planning criteria of 84.0%, customer focus criteria of 86.94%, PAMP criteria of 82.89%, human resource focus criteria of 84.94%, operational focus criteria of 85.88%, and results criteria of 83.58%. Overall performance achievements based on the seven Malcolm Baldrige criteria are in the excellent level 2 category, except for the measurement, analysis, and knowledge management criteria which are in the excellent level 1 category. So, efforts still need to be made to improve performance in the inpatient unit, especially in the measurement, analysis, and knowledge management categories.

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13

Peng, Xianghui y Victor Prybutok. "Relative effectiveness of the Malcolm Baldrige National Quality Award categories". International Journal of Production Research 53, n.º 2 (29 de septiembre de 2014): 629–47. http://dx.doi.org/10.1080/00207543.2014.961207.

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

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15

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

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

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

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18

Howze, Yvonne Simmons. "The Missouri School for the Blind: A Model of Quality for School Improvement". Journal of Visual Impairment & Blindness 94, n.º 5 (mayo de 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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19

Wise, David. "How to Use Your OSH Management System to Achieve Awards and Recognitions – in Two Steps". Journal of System Safety 51, n.º 2 (1 de julio de 2015): 44–46. http://dx.doi.org/10.56094/jss.v51i2.158.

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In addition to compliance with the law, as well as increased effectiveness and efficiency, a well-designed occupational safety and health (OSH) management system (MS) will easily generate the types of documents and other “tangible evidences” necessary for a strong awards application package, such as the coveted OSHA’s Voluntary Protection Program (VPP) “Star” and “Merit” recognitions, and the Malcolm Baldrige National Quality Award (MBNQA). I’ll show you how, and why, in two steps.

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20

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

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21

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

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22

Lazaros, Anastasiadis, Anastasiadou Sofia y Iakovidis George. "Malcolm Baldrige National Quality Award (MBNQA) dimensions in Greek Tertiary Education System". KnE Social Sciences 1, n.º 2 (19 de febrero de 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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23

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

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24

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

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25

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

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26

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

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27

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

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28

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

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29

Krueger, Thomas y Mark Wrolstad. "Is It a Good Investment Strategy to Invest in Malcolm Baldrige Award Winners? An Update". Journal of Finance Issues 13, n.º 1 (30 de junio de 2014): 1–15. http://dx.doi.org/10.58886/jfi.v13i1.2494.

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In a world of uncertain returns, investors consider risk. Lower risk is often ascribed to investments with higher quality. Firm quality, however, is difficult to quantify. One of the most exclusive management quality distinctions is the Malcolm Baldrige National Quality Award (MBNQA). Since 1988, only thirty-one MBNQAs have been awarded to publicly-held corporations, and frequently to small fractions of an entire firm. This report explains the MBNQA and reports on the share price performance of MBNQA winners.

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Vrtodušić Hrgović, Ana-Marija. "QUALITY MANAGEMENT IN TOURISM AND HOSPITALITY INDUSTRY". Tourism and hospitality management 11, n.º 1 (mayo de 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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Haktanır, Elif. "Interval valued Pythagorean fuzzy aggregation operators based Malcolm Baldrige National Quality Award assessment". Journal of Intelligent & Fuzzy Systems 39, n.º 5 (19 de noviembre de 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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Anastasiadou, Sofia, Effrosyni Taraza y Andreas Masouras. "Malcolm Baldrige National Quality Award (MBNQA) Quality Tool in Education. A Systematic Literature Review". European Conference on Innovation and Entrepreneurship 18, n.º 1 (18 de septiembre de 2023): 29–38. http://dx.doi.org/10.34190/ecie.18.1.1637.

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The purpose of this study is to determine the effects of the Malcolm Baldrige National Quality Award (MBNQA) quality tool in education. Identifying the main themes of these effects is an additional aim of the present study. Understanding these issues can enable higher and secondary education centres to direct their management towards achieving outstanding results. A systematic literature review was conducted based on data from two academic publishers, Emerald, Taylor and Francis. The 41 peer-reviewed journals articles were published between 1990 and 2023 and presented the results of the MBNQA quality tool in education. According to this research, several implications of the MBNQA quality tool in education are presented. The review of the literature reveals that there are many results found about the application of the quality tool in Tertiary and Secondary education, the challenges they face in terms of innovation, human resources and operations, as well as the achievement of excellent results from the application of the methodology. The main topics supported in the literature are human resources, knowledge management and the quality of services offered for the satisfaction of teachers and students. An important limitation is that data were drawn from only two major journals (Emerald, Taylor and Francis), as implementation of the MBNQA quality tool is mainly found in the private sector. In addition, many keywords such as Quality Assurance and Business Excellence, led to application of the quality tool in businesses and organisation and little is its application in the public sector and education as a result the findings of articles were limited. An equally important limitation is that the authors did not always have got access to all databases and peer-reviewed journals, as well as in any review articles in languages other than English. This research is of interest to academic researchers, scholars and key decision makers in the field of education. The advantages recorded from the implementation of the MBNQA quality tool and the limitations from the study and presentation of the 41 articles motivate academic researchers to further study service quality in order to create a climate focused on learning for the satisfaction of students and teachers so as to fill the gap of limited publications in the field of education. Many models have been adapted to higher education including the MBNQA quality tool. The MBNQA appears to have the largest number of historical applications in higher education, with its focus on customer satisfaction and improvement information. However, the systematic literature review reveals the increasing trend of using quality tools in the field of education in recent years. Moreover, literature reviews on the use of models in this field are limited. Therefore, more research is needed to determine the benefits, as well as limitations and outcomes of applying qualitative tools in Education in the future.

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Mohamed, Zulkifli y Muhammad Saiful Anuar Yusoff. "Malcolm Baldrige Approach in University Management: An Importance – Performance Matrix Analysis (IPMA)". Asian Journal of University Education 17, n.º 2 (6 de junio de 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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Bruno, Isabelle. "Le Malcolm Baldrige National Quality Award : des « gourous » aux « missionnaires » de la qualité". Sociétés contemporaines 89, n.º 1 (2013): 47. http://dx.doi.org/10.3917/soco.089.0047.

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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, n.º 3 (1 de julio de 2016): 119–23. http://dx.doi.org/10.9774/gleaf.3709.2016.ju.00008.

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

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Ridwan, Muhammad Ade Rivandy, Fridawaty Rivai y Lalu Muhammad Saleh. "Performance Measurement Using MBNQA (Malqolm Baldridge National Quality Award) Criteria at Makassar Islamic Hospital". Journal of Asian Multicultural Research for Medical and Health Science Study 3, n.º 3 (19 de julio de 2022): 16–24. http://dx.doi.org/10.47616/jamrmhss.v3i3.301.

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The application of improving the quality of service is very much needed in this era of globalization. Malcolm Baldrige Criteria for Performance Excellence-(MBCfPE) better known as the Baldrige Criteria is one method that can provide a solution to this problem. This study aims to analyze the implementation of Total Quality Management using the MBNQA criteria at the Isalam Faisal Hospital in Makassar. This type of research is a quantitative research using an observational study with a cross sectional study design. Collecting data in the form of a questionnaire. The sample in this study were all staff and leaders at the Faisal Islamic Hospital in Makassar, amounting to 258 respondents. The results showed, based on MNQA calculations, Faisal Islamic Hospital Makassar was at the Igood Performance level with a value of 738. The final conclusion of measuring the performance of Faisal Islamic Hospital Makassar with this score illustrates that the performance of Faisal Makassar Islamic Hospital is still not good. Therefore, proactive planning needs to be made and implemented, not only reactive to problems. It is suggested to the hospital management that it is necessary to conduct an evaluation using the PDCA cycle method, so that the strategic plan that has been made can be carried out effectively.

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

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Prybutok, Victor, Xiaoni Zhang y Daniel Peak. "Assessing the effectiveness of the Malcolm Baldrige National Quality Award model with municipal government". Socio-Economic Planning Sciences 45, n.º 3 (septiembre de 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, n.º 5 (mayo de 1995): 249–56. http://dx.doi.org/10.1016/s1070-3241(16)30146-8.

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Evans, Don S. "OBSESSED WITH QUALITY: OMI WINS THE MALCOM BALDRIGE NATIONAL QUALITY AWARD". Proceedings of the Water Environment Federation 2001, n.º 14 (1 de enero de 2001): 894–907. http://dx.doi.org/10.2175/193864701802779107.

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Kumar, Vinod, Dong-Young Kim y 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, n.º 2 (2008): 177–86. http://dx.doi.org/10.18848/1447-9524/cgp/v08i02/50395.

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REIMANN, CURT W. y HARRY S. HERTZ. "UNDERSTANDING THE IMPORTANT DIFFERENCES BETWEEN THE MALCOLM BALDRIGE NATIONAL QUALITY AWARD AND ISO 9000 REGISTRATION". Production and Operations Management 3, n.º 3 (5 de enero de 2009): 171–85. http://dx.doi.org/10.1111/j.1937-5956.1994.tb00118.x.

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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, n.º 2 (1993): 143–65. http://dx.doi.org/10.1002/npr.4040120204.

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Aydın, Serhat y Cengiz Kahraman. "Evaluation of firms applying to Malcolm Baldrige National Quality Award: a modified fuzzy AHP method". Complex & Intelligent Systems 5, n.º 1 (20 de marzo de 2018): 53–63. http://dx.doi.org/10.1007/s40747-018-0069-9.

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Duarte, Neville T., Jane R. Goodson y 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, n.º 1 (25 de noviembre de 2013): 21–34. http://dx.doi.org/10.1179/2047971913y.0000000052.

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Davis, Robert A. y Gary L. Stading. "Linking firm performance to the Malcolm Baldrige National Quality Award implementation effort using multiattribute utility theory". Managerial Finance 31, n.º 3 (marzo de 2005): 19–34. http://dx.doi.org/10.1108/03074350510769541.

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Steeples, Marion Mills. "The Corporate Guide To The Malcolm Baldrige National Quality Award: Proven Strategies for Building Quality into Your Organization". Journal For Healthcare Quality 17, n.º 5 (septiembre de 1995): 33. http://dx.doi.org/10.1111/j.1945-1474.1995.tb00803.x.

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Ahmed, Ahmed Abdullah y Anita Ismail. "To What Extent Business Excellence Dimensions Affect the Resilience and Performance of Qatari Enterprise: Conceptual Paper". Indian Journal of Management and Language 3, n.º 1 (30 de abril de 2023): 5–11. http://dx.doi.org/10.54105/ijml.a2054.043123.

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An organization's performance can be led by implementing a management approach called "business excellence." However, the European Foundation for Quality Management (EFQM) and the Malcolm Baldrige National Quality Award (MBNQA) are the two most well-known excellence models. Prior to the Covid-19 outbreak, there was no significant crisis within a decade that put those business excellence principles to the test. This paper looks for a conceptual framework that connects business excellence dimensions and performance with business resilience as a mediator. In this study, three concepts—business excellence, business resilience, and business performance—are conceptually linked. This paradigm should be empirically evaluated in the Qatari companies and looked at from various cultures and markets in order to do more research.

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Asif, Muhammad, Arif Jameel, Noman Sahito, Jinsoo Hwang, Abid Hussain y Faiza Manzoor. "Can Leadership Enhance Patient Satisfaction? Assessing the Role of Administrative and Medical Quality". International Journal of Environmental Research and Public Health 16, n.º 17 (3 de septiembre de 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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