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the utilizationofavailableresources(NIST,2008).
3.1Customer and
marketknowledge
The processtounderstand the needs and expectationsofcurrent and
futurecustomers and markets(i.e., the processtounderstand the voice
of the customer and market)(NIST,2008).
3.2Customer
relationships and
satisfaction
The processtoestablishcustomerrelationships, and toascertain
customersatisfaction and dissatisfactioninordertoretain the current
customers, and acquirenewcustomers and newmarkets(NIST,2008).
4.1Performance
analysis,review
and improvement
Effectiveselection and useoffinancial and non‐financialdata and
informationtoanalyze,review, and improveorganizationalperformance
withaviewtowardachievingstrategicobjectives and topreparefor
unexpectedorganizationalorexternalchanges(NIST,2008).
4.2Data and
knowledge
management
The development and managementofknowledgeassets(e.g.,allsortsof
data,information,software and hardware)toimproveorganization
efficiency and effectiveness(NIST,2008).
5.1Workforce
engagement
The mechanismthatengages,develops, and assessesanorganization’s
workforcetofosterhighemployeeperformance and toenable and
encourageemployeestocontributeto the achievementofstrategic
objectives and organizationalsustainability(NIST,2008).
Continued
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the utilizationofavailableresources(NIST,2008).
3.1Customer and
marketknowledge
The processtounderstand the needs and expectationsofcurrent and
futurecustomers and markets(i.e., the processtounderstand the voice
of the customer and market)(NIST,2008).
3.2Customer
relationships and
satisfaction
The processtoestablishcustomerrelationships, and toascertain
customersatisfaction and dissatisfactioninordertoretain the current
customers, and acquirenewcustomers and newmarkets(NIST,2008).
4.1Performance
analysis,review
and improvement
Effectiveselection and useoffinancial and non‐financialdata and
informationtoanalyze,review, and improveorganizationalperformance
withaviewtowardachievingstrategicobjectives and topreparefor
unexpectedorganizationalorexternalchanges(NIST,2008).
4.2Data and
knowledge
management
The development and managementofknowledgeassets(e.g.,allsortsof
data,information,software and hardware)toimproveorganization
efficiency and effectiveness(NIST,2008).
5.1Workforce
engagement
The mechanismthatengages,develops, and assessesanorganization’s
workforcetofosterhighemployeeperformance and toenable and
encourageemployeestocontributeto the achievementofstrategic
objectives and organizationalsustainability(NIST,2008).
Continued
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CHAPTER2
LITERATUREREVIEW
Thischapterprovidesareviewof the literatureon the MalcolmBaldrigeNational
QualityAward(MBNQA)framework, the businessperformancemanagement(BPM)framework
and latentsemanticanalysis(LSA).Therearefivesectionsinthischapter. The firstsection
presentsareviewof the literatureon the MBNQAframework. The secondsectionprovidesa
reviewof the practitionerliteratureonBPM.AconceptualBPMframework is proposedbased
on the reviewof the practitionerliterature. The thirdsectiondiscusseslatentsemanticanalysis.
Sectionfourdiscusseshow the BPM and the MBNQAframeworkcanbeintegrated; and it
presents the integratedBPM‐MBNQAconceptualframework.Finally,researchpropositionsare
detailedinsectionfive.
The MBNQAFramework
The MalcolmBaldrigeNationalQualityAward(MBNQA) is considered the highesthonor
forbusinessexcellenceinAmerica(TYBEA,2001). The UnitedStatesDepartmentofCommerce
established the BaldrigeAward and the BaldrigeNationalQualityProgramin1987tojumpstart
asmall,slowlygrowingqualitymovement(TYBEA,2001). The BaldrigeAward and program
playsa critical roleinstrengtheningcompetitiveness(Bell&Keys,1998)with the intentof
achievingthreespecificgoals–topromotequalityawareness,torecognizequalityachievement
ofU.S.companies, and topublicizesuccessfulstrategies(Bemowski&Stratton,1995;TYBEA,
2001;NIST,2007). The NationalInstituteofStandards and Technology (NIST)of the US
CommerceDepartmentdesigns and manages the BaldrigeAward and program.Congress
selectedNISTtoadminister the BaldrigeAwardbecauseof“itslong‐standingroleinhelping
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