Investigating the relationship between the business performance management framework and the Malcolm Baldrige National Quality Award framework

... School of Graduate Studies INVESTIGATING THE RELATIONSHIP BETWEEN THE BUSINESS PERFORMANCE MANAGEMENT FRAMEWORK AND THE MALCOLM BALDRIGE NATIONAL QUALITY AWARD FRAMEWORK Muhammad Muazzem Hossain, ... Howis the proposedBPM framework relatedto the 2008MBNQA framework? Thisstudyusescausallatentsemanticanalysis(cLSA)tovalidate the proposedBPM framework and the 2008MBNQA framework. The causalLSA(cLSA)isamodification and thusaderivativeof the traditionallatentsemanticanalysis.Inadditiontouncovering the latentfactors, the cLSAestablishescausalrelationshipsamongthesefactorsbasedon the input and outputstatementscontainedin the factors(seeAppendixBfordetail).Tovalidate the BPM6 framework, IperformedcLSAonaBPMcorpusdevelopedbasedon the fullbodytextdatafromallarticlespublishedin the practitionerBPMjournalentitled the Business Performance Management Magazinesinceitsinceptionin2003.Inaddition, the traditionallatentsemanticanalysis(LSA)wasusedtouncover the latentsemanticsof the BPM framework from the articleabstractspublishedin the InternationalJournalof Business Performance Management. Tovalidate the MBNQA framework, IperformedcLSAonanMBNQAcorpusobtainedfrom the articleabstractson the Baldrige Award and programpublishedinpractitioner and academicjournalsfrom1987to2009. The remainingof the studyisorganizedasfollows.Chapter2providesareviewof the literatureon the MBNQA,BPM and latentsemanticanalysis.Chapter2alsodelineates the researchmodels and generatespropositionsfortesting the researchobjectives.Chapter3articulates the researchmethods,constructmeasurement,sampledesign,scaledevelopment, and datacollectionsoastoanswer the researchquestionspresentedinChapter1.Chapter4provides the dataanalysis and results.Finally,Chapter5discusses the limitations,contributions and implicationsof the study.7CHAPTER2LITERATUREREVIEWThischapterprovidesareviewof the literatureon the Malcolm Baldrige National Quality Award (MBNQA) framework, the business performance management (BPM) framework and latentsemanticanalysis(LSA).Therearefivesectionsinthischapter. The firstsectionpresentsareviewof the literatureon the MBNQA framework. The secondsectionprovidesareviewof the practitionerliteratureonBPM.AconceptualBPM framework isproposedbasedon the reviewof the practitionerliterature. The thirdsectiondiscusseslatentsemanticanalysis.Sectionfourdiscusseshow the BPM and the MBNQA framework canbeintegrated; and itpresents the integratedBPM‐MBNQAconceptual framework. Finally,researchpropositionsaredetailedinsectionfive. The MBNQA Framework The Malcolm Baldrige National Quality Award (MBNQA)isconsidered the highesthonorfor business excellenceinAmerica(TYBEA,2001). The UnitedStatesDepartmentofCommerceestablished the Baldrige Award and the Baldrige National Quality Programin1987tojumpstartasmall,slowlygrowing quality movement(TYBEA,2001). The Baldrige Award and programplaysacriticalroleinstrengtheningcompetitiveness(Bell&Keys,1998)with the intentofachievingthreespecificgoals–topromote quality awareness,torecognize quality achievementofU.S.companies, and topublicizesuccessfulstrategies(Bemowski&Stratton,1995;TYBEA,2001;NIST,2007). The National InstituteofStandards and Technology ... Focusin the business and non‐profitcriteriaisreplacedwithFocusonPatients,OtherCustomers, and Marketinhealthcarecriteria, and withStudent,Stakeholder, and MarketFocusineducationcriteria, and (2) the dimensionsin the Resultscategoryhavebeennamedin the frameworkstoreflect the distinctiveoutcomesofeachindustry. The underlyingcausalrelationships and the designstructureof the frameworksremainunchangedacrossindustries.Therefore, the terms Malcolm Baldrige National Quality Award framework, ”“MBNQA performance excellence framework, ”“MBNQAmodel,” Baldrige framework, ” and Baldrige model”areusedtoembody the causalrelationships and the skeletonofallframeworks.Because the relationships and the skeletonof the frameworksare the same, the business and non‐profit framework isusedhereonasarepresentationof the Baldrige model, the MBNQAmodelor the MBNQA framework. Inlinewithoneof the objectivesofthisresearch, the 2008 Baldrige criteriaarereferredto the theoreticalMBNQA framework.  The bottom‐linephilosophyofthe...

... Evaluate and compare different organizational structures and culture: 32. The relationship between an organization’s structure and culture and the effects on business performance: 83. The factors ... work: 94. Organization theory strengthens principles and practice of organizing and management 12Classical management theory 125. The different approaches to management and theories of organization ... On the other hand, Ballmer has reduced a level of management to manage more easily and efficiently. Microsoft structure is less flat therefore, the span of control is narrower and the gap between...

... permission.Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.Strategy implementation: The relationship between integrated project management, knowledge manage ... Dissertations and Theses; 2008; ProQuest Centralpg. n/aReproduced with permission of the copyright owner. Further reproduction prohibited without permission.Reproduced with permission of the copyright ... permission.Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.Reproduced with permission of the copyright owner. Further reproduction prohibited without...

... As the leader of the firm, the CEO has an astounding impact on the performance of the firm and many believe this to be the result of the tremendous growth in executive compensation over the ... managers and the governance of corporations in the United States and legislators and regulators have been quick to respond to the latest corporate scandals. Despite the debate among the academic and ... theory, labor theory, and others 7have attempted to explain the relationship between CEO compensation and firm performance. Furthermore, managerial discretion as defined by Hambrick and Finkelstein...

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