Quality Management Journal Introduction - April 2003 - ASQ

Quality Management Journal Introduction - April 2003


The articles in this issue are all related to the interesting topic of approaches to organizational change. They focus on frameworks for organizational change, as well as key factors that facilitate and inhibit change efforts.

In the first article, James R. Evans, of the University of Cincinnati, and Eric P. Jack, of the University of Alabama at Birmingham, examine the Baldrige Framework for Excellence in “Validating Key Results Linkages in the Baldrige Performance Excellence Model,” looking at how the Baldrige practices are interrelated and how they relate to performance. Using a sample of 307 U. S. manufacturers, they examined whether the relationships proposed by the Baldrige criteria framework existed between measures of the theoretical constructs underlying the Baldrige criteria. Canonical correlation was used to analyze the data, revealing the validity of many of the hypothesized linkages. They also found strong correlations between the framework variables and market share, customer satisfaction, and financial performance. Thus, they provided evidence in support of both the Baldrige framework and the relationship between quality management practices and financial, market, and operating performance.

In “Traditional Management, Quality Management, and Constraints Management: Perceptions of ASQ Members,” Mahesh Gupta, Arthur Adams, and Louis Raho, of the University of Louisville, compare two well-known management approaches with traditional management. Using educators and practitioners who were members of ASQ as a sample, they surveyed respondents to determine the key perceived differences between the approaches. They found that the three approaches were viewed as different on 16 of 18 criteria, with the biggest perceived difference between traditional management and the other two approaches. Constraints management was perceived as “in between” traditional and quality management. There were some differences between the perceptions of practitioners and educators, as well. In general, the practitioners’ perceptions of quality management and constraints management were closer to the traditional management end of the scale than the educators’ perceptions were.

Martin E. Smith looks at radical process change projects in “Business Process Design: Correlates of Success and Failure.” A sample of 210 North American managers was asked to consider a recent major performance-related change effort undertaken by their organization, in order to isolate factors that favored and inhibited the change. They found that business process design often occurred in combination with other types of organizational change, and that overall success rates for business process design projects were quite low. Key success factors included the presence of a high-ranking champion for the project, a strong project team, and stakeholder management, while business process design project failures were most strongly related to ineffective, missing, or conflicting leadership. Thus, while strong management can lead to project failure, it isn’t sufficient, alone, for project success.

These articles provide interesting insights into various frameworks for organizational change.

Barbara B. Flynn

Quality Management Journal


Barbara B. Flynn
Wake Forest University

George S. Easton
Emory University

William A. Golomski

James B. Kohnen
St. Mary’s College of California

William Tony

David Nelsen

Leigh Ann Klaus
Kris McEachern

Cathy Schnackenberg

Jen Czajka
Laura Franceschi

Laura Franceschi


John Anderson
University of Minnesota

Selwyn Becker
University of Chicago

Robert E. Cole
University of California

James W. Dean, Jr.
University of North Carolina

James R. Evans
University of Cincinnati

John P. Evans
University of North Carolina

Frank M. Gryna
University of Tampa

John Hamburg
APEX, Inc.

David Luther
Luther Quality Associates

Ram Narasimhan
Michigan State University

Duke Oakes
Applied Logistical Methods

Roger G. Schroeder
University of Minnesota

Kalyan Singhal
University of Baltimore

Michael J. Stahl
University of Tennessee


Sanjay Ahire
University of Dayton

Susan D. Amundson
Arizona State University

Kimberly A. Bates*
University of Toronto

Paul M. Bobrowski
Syracuse University

Kenneth Boyer
Michigan State University

Kenneth E. Case
Oklahoma State University

Injazz Chen
Cleveland State University

Barrie Dale*
University of Manchester

Richard Deane
Georgia State University

John Delery
University of Arkansas

Kevin Dooley
Arizona State University

Edward Duplaga
Winona State University

Susan West Engelkemeyer
Babson College

Byron Finch
Miami University

Mark P. Finster
University of Wisconsin

Laura Forker
University of Massachusetts at Dartmouth

Soumen Ghosh
Georgia Institute of Technology

Glenn H. Gilbreath
Virginia Commonwealth University

John M. Groocock*
TRW (Retired)

Robert Handfield
North Carolina State University

Sandra J. Hartman
University of New Orleans

Marilyn Helms
Dalton State College

Mary Collins Holcomb
University of Tennessee

Ann Jordan
University of North Texas

Gary Kern
Indiana University South Bend

Jill Phelps Kern
Digital Semiconductor

David Kerridge*
Aberdeen University

Ray A. Klotz
Qualcomm Inc.

Frank Knight
FISI Madison Financial

Ronald D. Kurtzmann
Diamond Management Systems

Keong Leong
The Ohio State University

A. Magid Mazen
Suffolk University

Satish Mehra
University of Memphis

Kim I. Melton
North Georgia College and State University

Henry R. Neave*
British Deming Association

Yoram Neumann
California State University

William Newman
Miami University

Gary Ragatz
Michigan State University

Gipsie B. Ranney
Belmont University

Richard N. Rosett
Rochester Institute of Technology

Brooke Saladin
Wake Forest University

Helmut Schneider
Louisiana State University

Nirmal Sethia
California State Polytechnic University

John G. Surak
Clemson University

William Tallon
Northern Illinois University

Michael D. Tveite
The Tetrad Group

Peter Ward
The Ohio State University

L. David Weller
University of Georgia

Ted Weston
Colorado State University

*International reviewer


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