• Journal of Korean Society for Quality Management
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• v.42 no.3
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• pp.459-476
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• 2014

Purpose: This study was designed to identify whether organizational characteristics of Korean companies can make differences in innovative capability and Malcolm Baldridge management quality standard. In addition, based on the results and by verifying the influence of the innovative capability to management quality activity, it was to investigate the relations between the two factors. Methods: The subjects of this study were workers at major companies and small-and-medium sized companies. T-test was used to identify differences in innovative capabilities of industrial and age, position classifications, and regression analysis was employed to verify the influences of the innovative capability to the management quality activity. Results: The size of company caused some differences in market innovative sector regarding innovative capability. Management quality activity showed differences because of the sizes of companies and their supply types, while innovative capability influenced on all sectors of management quality activity. Conclusion: In this study Malcolm Baldridge management quality standard was applied to Korean companies. The results verified the meaningful influence of innovative capability to management quality activity. This means that the management quality activity can make a better performance when the innovative capability is good enough. Thus, the enhancement of management quality activity requires the boost of innovative capabilities of organization members.

• 재활복지
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• v.20 no.1
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• pp.151-170
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• 2016

The purpose of the research is to suggest the method to maximize management achievement of the sheltered workshops with analyzing the factors of organizational competencies which affect the business performance. The study was proceeded after suggesting the research model based on discussion on the business performance of Malcolm Baldrige (1987) model which assessed as the most optimized one for evaluation of the business performance of enterprise. First, the organizational competence of the sheltered workshop impact on commercial performance and noncommercial performance meaningfully. The commercial performance affects marketing competence, administrative competence, financial competence in order of mention, and noncommercial performance affects workshop cultural competence, financial competence, leader competence, human resources competence in order of mention. Second, the organizational competence of the sheltered workshop affects comprehensive business performance including commercial and noncommercial, in order of marketing competence, workshop cultural competence, financial competence, and human resource competence.

• Journal of Korean Society for Quality Management
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• v.38 no.4
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• pp.561-579
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• 2010

This study is to devide seven subject organs in the metropolitan area by the Malcolm Baldrige's basis which is global standard of management quality to grip the each activities of management quality, to conduct a survey of the management quality of each organ or persons in charge of similar works. Generally, those surveyed show to recognize on the management quality and to apply to real work. Those surveyed show to be able to improve positively quality and service level in case of appling to work of management quality, and to be positive reaction on the contribution about management performance. This study indicates the predominant view which the researcher have to establish the its vision clearly and to promote in a lump success factors of management quality, and the chief executive have to take a firm faith for it. This study also suggest that recognizing positively about its vision and strategy about present condition of management quality activities is one of the implements which not only judge but also establish a good system of an organization. And there has a significant difference between Public and Private Organizations that those evaluate management quality conducts better management performance. However management quality activities shows to mostly agree to be influencing positively to management performance.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.36 no.2
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• pp.25-31
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• 2013

This paper analyzed the management quality activities and performance based on industrial types. We divided the business into four industrial types, manufacturing industry, service industry, medical institution and public enterprise. We analyzed the differences of the elements of management quality in industrial types. The results show that leadership, measurement, analysis and knowledge management and workforce focus categories are not significant and strategic planning, customer and market focus, process management and performance categories are significant. This paper proposes the directions of management quality activities and performance according to industrial types based on these results.

• 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 the Korean Operations Research and Management Science Society
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• v.34 no.1
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• pp.101-121
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• 2009

The research literature presents that Total Quality Management (TQM) has been successfully embraced by firms for strategic and operational management in the last decades. However few studios analyze the role of TQM practices in the R&D environment. The objective of this study is to evaluate TQM practices implemented in manufacturing-based R&D organizations with respect to R&D performance. Our research model is primarily based on Malcolm Baldrige Criteria for Performance Excellence framework, including three moderating variables (industry type, organization size, quality management system certification), to propose hypotheses on the relationships between leadership practice, management practice and R&D performance. Results of canonical correlation analysis using data from 130 R&D organizations show that in aggregate leadership practice is positively related to management practice which is, in turn, positively related to R&D performance. These relationships are, however, affected by the moderating variables. Our results imply that TQM practices can be strategically adopted in the R&D organization.

• Journal of the Korean Operations Research and Management Science Society
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• v.27 no.3
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• pp.41-57
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• 2002

In this paper, I investigate the impact of quality management activities on the public sector within the framework of Malcolm Baldrige (MB) national qualify model. The Structural Equation Modeling approach has been employed to investigate the cross influences among the seven MB categories. This empirical study shows that a number of statistical hypotheses are significant. The leadership category is the most important driver among the quality management activities. This, in turn, implies that the main source in quality management is to foster a solid qualify oriented leadership system. Categories such as Information Analysis, Strategic Planning, Human Resource Development and Management, and Process Management are significantly related to the Customer Satisfaction category. In addition, leadership, Information Analysis, and Customer Satisfaction categories ere significantly influential to Management Performance.

• Proceedings of the Korean Society for Quality Management Conference
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• 2010.04a
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• pp.171-176
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• 2010

본 연구는 지금까지의 어떤 쇼핑몰 평가 시스템보다 쇼핑몰의 다양하고도 상호 유기적인 메커니즘을 조화롭게 평가할 수 있도록 하기 위해 경영품질의 공인된 세계 기준이자 많은 기업들에게 가장 신뢰할 수 있는 자기평가 기준이며 또한 시스템 경영의 교과서 역할을 하고 있는 말콤볼드리지 국가 품질상의 평가기준을 쇼핑몰에 도입하여, 리더십, 전략기획, 고객 및 시장, 정보와 분석, 인적자원, 프로세스의 여섯 가지 관점에서 쇼핑몰의 현황을 파악하고, 이를 측정하여 일곱 번째 관점인 최종 사업성과에 어떠한 영향을 미치는지를 분석함으로써, 웹사이트 성공에 영향을 미치는 정량적인 요소들과 정성적인 요인들에 대한 포괄적인 접근을 통해 쇼핑몰 사이트를 평가하고 분석하기 위한 종합적인 모형을 제시 하였다.

• Journal of Korean Society for Quality Management
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• v.42 no.4
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• pp.729-746
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• 2014

Purpose: This paper study the effect of the quality management on the performance among the manufacturing companies awarding the Korean National Quality Award(NQA). Methods: The data for 34 manufacturing companies are surveyed by the 7-point Likert scale and empirically tested. Results: Even among the companies awarding NQA for their excellent quality management level there are significant differences in their performance by their quality management levels. In particular, leadership and human resources categories have greater impacts on the performance. Conclusion: Even though the company awarded NQA(KQMA: Korean Quality Management Award) for its excellent quality management level, it is necessary to improve the quality management level continuously. This result supports the necessity of KQGA(Korean Quality Grand Award) which is awarded for the companies which improve quality management levels significantly after awarding KQMA.