Supply chain management (SCM) and quality management (QM) share some common literature and have overlapping domains that reinforce each other in the supplier and customer relationship management areas. Despite the recognized importance of supplier and customer relationships toward achieving quality goals, limited prior research examines whether SCM represents a distinct construct within the prominent existing quality focused organizational frameworks such as the Malcolm Baldrige National Quality Award (MBNQA). As a result of the absence of the SCM construct in the frameworks, the problem facing researchers is understanding the role of SCM in the implementation of QM practices within an organization. Such an understanding is key to QM theory development for the 21st century organizations. In order to conduct this investigation, we examine several well-studied quality focused organizational frameworks that are validated among the community of researchers, and, widely accepted among practitioners. However, which of these well-known quality management models serve as the best proxy for a quality focused organizational framework is an important area for research in order to better promote QM worldwide.
This research involves three essays and uses a mixed methodology of qualitative and quantitative research. Essay 1 compares well-known national quality award frameworks such as the MBNQA, the Deming Prize, and the European Foundation for Quality Management (EFQM) Award through analysis of the extensive literature on each as well as examination of the government documents about the frameworks. Comparisons show the Baldrige framework most widely serves as basic model for national quality award frameworks to increase the awareness of quality and promote the best QM practices. After reviewing the categories and their weightings in the frameworks of MBNQA, the Deming Prize, and the EFQM Award, we identify opportunities to refine the frameworks and promote QM theory development.
Essay 2 fills a critical research gap by assessing the effectiveness of the Baldrige framework within a government organization and by comparing the effectiveness of the categories of the Baldrige framework in government to the effectiveness of the categories in different industries. This study examines the relative effectiveness of each Baldrige category in the MBNQA 2013-2014 framework using data from a municipal government. It tests the hypothesized research model employing partial least squares - structural equation modeling (PLS-SEM). Drawing on contingency theory, it explores the commonalities and differences of the effectiveness of Baldrige categories across different industries by comparing our results with summarized prior research findings of interrelationships among the Baldrige categories.
Essay 3 posits a restructured Baldrige framework after conducting a rigorous literature review on SCM and examining the Baldrige framework and categories associated with SCM. This work includes a longitudinal set of studies that test the hypothesized research model based upon the newly posited restructured theoretical framework using PLS-SEM on survey data from three different time periods over 20 years across a variety of organizations. The results support that the restructured framework provides a good model fit when the SCM construct is independently identified and included within the framework. The comparison from the longitudinal analysis provides significant insights for theory evolutions of leadership, SCM, and information systems constructs. Additionally, this longitudinal investigation over 20 years supports the evolution of the Baldrige framework as it was revised over time. Most importantly the work posits and supports the new theory development and shows the overarching importance of the SCM as a major organizational construct.
|Contributors||Prybutok, Victor R., Pavur, Robert J., Randall, Wesley Spencer|
|Publisher||University of North Texas|
|Source Sets||University of North Texas|
|Type||Thesis or Dissertation|
|Format||viii, 108 pages : illustrations, Text|
|Rights||Public, Peng, Xianghui, Copyright, Copyright is held by the author, unless otherwise noted. All rights Reserved.|
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