Moscow's START II ratification: Problems and prospects
In: Arms control today, Band 25, Heft 7, S. 8-14
ISSN: 0196-125X
94 Ergebnisse
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In: Arms control today, Band 25, Heft 7, S. 8-14
ISSN: 0196-125X
World Affairs Online
In: Pacific affairs: an international review of Asia and the Pacific, Band 50, Heft 4, S. 581
ISSN: 1715-3379
In: Asian survey, Band 16, Heft 11, S. 1012-1033
ISSN: 1533-838X
In: The Western political quarterly, Band 28, Heft 4, S. 757
ISSN: 1938-274X
In: Bulletin of the atomic scientists, Band 24, Heft 10, S. 35-37
ISSN: 1938-3282
In: Social enterprise journal, Band 20, Heft 1, S. 1-31
ISSN: 1750-8533
Purpose
This paper aims to help understand how community-based social entrepreneurs experience world-class "performance excellence" models and to explore the core values that enable social enterprises to become high-performance organizations.
Design/methodology/approach
Underpinned by Mindsponge processes, the proposed conceptual framework critiques the Baldrige criteria for performance excellence (BCPE) model in a global south context. The mixed-methods study fosters an in-depth analysis. First, it validates the BCPE mechanism in community-based social enterprises (CBSEs) before identifying the significant core values and concepts of BCPE that influence CBSEs to achieve high performance.
Findings
The BCPE, adapted from global north corporate principles and applied at a community level, can significantly develop global south organization performance excellence. Five core values and concepts from the 11 fundamental beliefs in driving performance excellence were found to support performance excellence in CBSE management. These values and concepts are "customer-focused excellence," "social responsibility," "systems perspective," "visionary leadership" and "focus on success."
Research limitations/implications
First, factors influencing performance excellence are not limited to the core values elements discussed. Future research may clarify factors extracted from the "Process" category of BCPE to explore further how CBSEs can enhance their performance in a different formation path. Second, this study only considered the Thai-Phuan community in Pho Tak village, Nong Khai, Thailand, to represent as a single case study. However, different, clustered or contrasting CBSEs in other regions remain open for further exploration to enrich the knowledge of "performance excellence" in a community organization. Finally, a longitudinal study would be a welcome addition.
Practical implications
The following must be considered. First is setting a clear direction: the organization's vision and mission, by purposeful design, should ensure that CBSE managers are leading by example and demonstrating the importance of social and environmental value creation. Second is developing institutional culture: fundamental core values focused predominantly on "customer-focused excellence" and "social responsibility" encourage collaboration by "working together to drive success". Third is developing integrated management system: CBSEs need to ensure that the management systems can collaborate and complement each component to create performance excellence. Fourth is creating a learning organization: CBSEs need to create a culture of continuous learning through data collection, measurement, analysis and modification.
Social implications
This study clarifies that the implementation of BCPE is crucial to the establishment of performance excellence at both macro- and micro-level organizations. According to the Malcolm Baldrige National Quality Award, the fundamental drivers of BCPE are the same for all types of organizations and in all sectors, whether in the private sector, education, health care or government (Blazey and Grizzell, 2021). By applying the Baldrige excellence model at the community level, this study found that CBSE can similarly strive for excellence and improved performance. This can lead to strengthened services, increased productivity and enhanced quality of life for the community.
Originality/value
This study provides a novel viewpoint on the Baldrige paradigm. Expressly, BCPE is compatible with global south community-based organizations to enhance performance excellence. Its essential contribution demonstrates that Baldrige model concepts are more widespread within smaller and underdeveloped territories than imagined. The recent (post-study) inclusion of "Community" as an independent sector in the Malcolm Baldrige National Quality Awards validates the research findings and recommendations proposed by this study.
In: CAMA Working Paper No. 3/2012
SSRN
Working paper
In: International journal of forecasting, Band 26, Heft 2, S. 326-347
ISSN: 0169-2070
In: Pacific affairs: an international review of Asia and the Pacific, Band 60, Heft 4, S. 687
ISSN: 1715-3379
In: Pacific affairs: an international review of Asia and the Pacific, Band 60, Heft 2, S. 296
ISSN: 1715-3379
In: Pacific affairs: an international review of Asia and the Pacific, Band 48, Heft 2, S. 269
ISSN: 1715-3379
In: Journal of economic dynamics & control, Band 33, Heft 4, S. 997-1017
ISSN: 0165-1889
In: Bulletin of the atomic scientists, Band 53, Heft 1, S. 3-69
ISSN: 1938-3282
In: Military Affairs, Band 51, Heft 4, S. 221
In: International journal of physical distribution and logistics management, Band 42, Heft 7, S. 697-715
ISSN: 0020-7527