A TQM dynamics perspective on baldrige and business excellence model comparisons
By: MCADAM, Rodney
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Contributor(s): LEONARD, Denis.
Material type: 
ArticlePublisher: UK : Routledge, August 2005Subject(s): Baldrige model | Business Excellence model | TQM | Dynamics | Multiple caseTotal Quality Management & Business Excellence 16, 6, p. 771 - 791 Abstract: The aim of this paper is to compare the Baldrige and Business Excellence models by evaluating their respective effects on TQM dynamics. A number of comparative studies in relation to the Baldrige and Business Excellence Model are recorded in the literature. These studies are mainly criteria based where the criteria of each model are compared with an idealized set of criteria. Moreover, the criteria usually take the form of auditing or summative based constructs. These approaches are based on the auditing and assessment assumptions within the models. However, there is a paucity of studies, which compare the models by evaluating their contributions to TQM dynamics and their formative role in developing TQM in organizations. The study involves analysing a multiple case analysis involving 20 Baldrige Model and 20 Business Excellence Model organizations. A multi-model TQM dynamics framework is used to compare the models. It is found that the two National Quality models did not adequately model TQM dynamics, with the Baldrige model, in particular, failing to model the strategic dynamics of TQM. Thus, there is a need to develop dynamic representations and models of TQM to avoid oversimplification in theory and praxis.
The aim of this paper is to compare the Baldrige and Business Excellence models by evaluating their respective effects on TQM dynamics. A number of comparative studies in relation to the Baldrige and Business Excellence Model are recorded in the literature. These studies are mainly criteria based where the criteria of each model are compared with an idealized set of criteria. Moreover, the criteria usually take the form of auditing or summative based constructs. These approaches are based on the auditing and assessment assumptions within the models. However, there is a paucity of studies, which compare the models by evaluating their contributions to TQM dynamics and their formative role in developing TQM in organizations. The study involves analysing a multiple case analysis involving 20 Baldrige Model and 20 Business Excellence Model organizations. A multi-model TQM dynamics framework is used to compare the models. It is found that the two National Quality models did not adequately model TQM dynamics, with the Baldrige model, in particular, failing to model the strategic dynamics of TQM. Thus, there is a need to develop dynamic representations and models of TQM to avoid oversimplification in theory and praxis.
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