• International Journal of Quality Innovation
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• v.1 no.1
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• pp.106-120
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• 2000

The purpose of this research is to understand the effects of Quality Management Award on stock prices movement and to examine the comparative advantages of quality award system in Korea and the U.S. This study compares the performances of QM Award companies in the stock market with those of the market index in both countries. We develop Korean Quality Award Index(KQA Index) based on the Baldrige Index of NIST in the U.S. We inspect three studies. Study 1 tests if the performances of MB Award winners and S&P500 index have a difference in the stock market. Study 2 tests if the performances of KQA winners and KOSPI(Korean Composite Stock Price Index) have a difference in the stock market. Study 3 tests if the performances of KQA winners and MB Award winners have a difference in the stock market. From the empirical tests, the performances of KQA winners are superior to those of KOSPI and the performances of MB Award winners are superior to those of S&P500 and the performances of MB Award winners are superior to those of KQA winners.

• Journal of Korean Society for Quality Management
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• v.27 no.3
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• pp.51-66
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• 1999

This paper empirically investigates the impact of winning a quality award by investigating the rate of return of a firm's stock in the stock market, and by analyzing the contribution and effectiveness to a firm's competitiveness. It also compares the effect of firms winning MB(Malcolm Baldrige) award with that of firms winning Korean quality awards on the stock market. A comparative method is used to analyze the change of award-winning firms'rate of return and then they are classified by time-series, cross-sectional, firm's size, award agency, and the year of receiving the award. The number of firms employed in this study is 74, however, multiple award-winning firms are included in the analysis, which increased the sample size to 118. Results indicate that Korean quality awards improve an award-winning firms'market value but not as much as the MB award did.

• Journal of Korean Society for Quality Management
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• v.27 no.3
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• pp.40-50
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• 1999

This paper empirically investigates the impact of winning a quality award by investigating the rate of return of a firm's stock in the stock market, and by analyzing the contribution and effectiveness to a firm's competitiveness. It also compares the effect of firms winning MB(Malcolm Baldrige) award with that of firms winning Korean quality awards on the stock market. A comparative method is used to analyze the change of award-winning firms'rate of return and then they are classified by time-series, cross-sectional, firm's size, award agency, and the year of receiving the award. The number of firms employed in this study is 74, however, multiple award-winning firms are included in the analysis, which increased the sample size to 118. Results indicate that Korean quality awards improve an award-winning firms'market value but not as much as the MB award did.

• Journal of Korean Society for Quality Management
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• v.35 no.1
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• pp.73-80
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• 2007

The learning, which is a view extended from and replaces the concept of continuous improvement, has become the very core concept in Malcolm Baldrige National Quality Award. The most potent one among 11 core values in MBNQA Model is 'organizational and personal learning'. Learning also plays a critical role to get the good scores for 6 categories except results category among 7 categories of MBNQA Model. But the concept of learning often has been overlooked by the people who are interested in the MB award or TQM. This paper reviews and analyzes the concept of learning in the MB criteria since it first appears in 1993 to enlighten the importance of learning.

• Journal of Engineering Education Research
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• v.3 no.2
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• pp.84-92
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• 2000

U.S. Congress established the Malcolm Baldrige National Quality Award (MBNQA) program in 1987 to recognize U.S. organizations for their achievements in quality and business performance and to raise awareness about the importance of quality and performance excellence as a competitive edge. The Baldrige Award was envisioned as a standard of excellence that would help U.S. organizations achieve world-class quality. Recently the U.S, Congress approved legislation that made education and health care organizations eligible to participate in the Award Program. These criteria are applied to evaluate two academic departments (Computer Science & Industrial Systems and Electrical Engineering) at Yonsei University. It was an informal evaluation performed by the undergraduate students who took quality Engineering course. Evaluated total scores turn out to be 522.5 and 548.5 for both, respectively. According to the MBNQA diagnosis, this level of score represents that there are some areas or work units which need to be improved. We hightlight them so that they can be used as feedback information.

• Proceedings of the Korean Society for Quality Management Conference
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• 2006.04a
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• pp.182-187
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• 2006

The learning, which is an extended concept from the concept of continuos improvement and replace it, has become a very important core concept in Malcom Baldridge National Quality Award these days. The most potent core value among 11 core values is 'organizational and personal learning' Embedded learning in the organization is also a critical part to get a high score in approach scoring criteria for 6 categories except results category. But the concept of learning is often overlooked for the people who have interests in MB award or TQM. This paper review and analyze the concept of learning which has appeared In MB criteria since it's first appearance.

• Proceedings of the Korean Society for Quality Management Conference
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• 2006.04a
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• pp.166-170
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• 2006

본 연구는 국내 의료 서비스 산업에 적합한 한국형 의료서비스 품질상 모형을 개발하고 이의 타당도를 검증하는데 있다. 이를 위해 미국의 말콤볼드리지 국가품질상(The Malcolm Bladrige National Quality Award)의 평가기준인 리더십, 전략계획, 환자 고객 시장 중시, 측정 분석 지식관리, 인적자원 중시, 프로세스 관리, 사업성과의 7개 항목을 이용하였다.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.41 no.2
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• pp.133-140
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• 2018

In this study, a correlation between execution of quality management activities and their results was verified by applying the Malcolm Baldrige model (hereafter referred to as the MB model) as a quality management performance measurement indicator for small and medium enterprises (SMEs) in South Korea. To achieve this goal, we need to determine whether the categorical requirements in the MB model are recognized consistently in SMEs, as a prerequisite. To this end, factor analysis was conducted for measurement variables in each category, which revealed that the process indicator was made up of six factors and the outcome indicator was made up of five factors, like those configured in the MB model. This result can be interpreted to mean that the requirements in each category of the MB model were well produced and recognized consistently throughout SMEs in South Korea. In addition, the analysis of causality between the process indicator (quality management activities) and the outcome indicator (management results) showed high causality between them. Although the quality management levels of SMEs in South Korea are inferior to those of conglomerates or other national quality award-winning companies, this study is significant in that the causality between quality management activities and results was verified, since this study targeted SMEs in South Korea as the target of investigation. Thus, it is empirically proven that the MB model can contribute to improved management results for SMEs in Korea.