The purpose of this study is to examine the long-term impact of management practices on organizational and operational outcomes in manufacturing firms, with a specific focus on evaluating the effectiveness and sustainability of the Baldrige Performance Excellence model.
This study employs a repeated cross-sectional analysis of data from 221 U.S. manufacturing firms collected over a 15-year period through the Malcolm Baldrige National Quality Award (MBNQA) assessment process. Structural equation modeling (SEM) and confirmatory factor analysis (CFA) are used to test the interrelationships among key management practices. In addition, the study includes a comparative case analysis of recent Baldrige recipients to validate the robustness of the findings.
The findings confirm the validity and reliability of the Baldrige model for assessing performance outcomes in manufacturing firms. Leadership and strategic quality planning emerge as key drivers of improved customer satisfaction and operational performance. Process management and human resource development also contribute significantly to performance outcomes. However, the results reveal diminishing returns over time, with most gains occurring in the first two years. The study also provides support for an alternative model emphasizing the mediating role of information and analysis in sustaining process improvements.
This study is among the first to use a repeated cross-sectional dataset of independently reviewed Baldrige applications to assess the sustained impact of management practices in manufacturing. By combining quantitative analysis with case-based validation, it advances theoretical understanding of how soft and hard management practices interact over time and offers insights for managers seeking to sustain performance improvements.
