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The Baldrige quality competition in New Zealand: a critical assessment

The Baldrige quality competition in New Zealand: a critical assessment Examines the Baldrige criteria and their use in New Zealand. Government development agencies and private industry groups have recently promoted models of best practice in business organization and strategy. Across these initiatives there is a remarkable unanimity in the version of best practice being advocated, reflecting the influence of the Baldrige Award criteria. Contrasts the types of workplace reorganization advocated in the Baldrige criteria with sociotechnical systems, German diversified quality production, flexible specialization. Argues that each of these systems offers a route to best practice in its related market and business environment. Discusses the limits of reducing workplace change to a single one of these options and managerial action alone. Presents evidence of the value of industry co‐ordinated change, including contrasting case studies from the meat and dairy processing sectors. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Quality Science Emerald Publishing

The Baldrige quality competition in New Zealand: a critical assessment

International Journal of Quality Science , Volume 2 (2): 17 – Jun 1, 1997

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Publisher
Emerald Publishing
Copyright
Copyright © 1997 MCB UP Ltd. All rights reserved.
ISSN
1359-8538
DOI
10.1108/13598539710167078
Publisher site
See Article on Publisher Site

Abstract

Examines the Baldrige criteria and their use in New Zealand. Government development agencies and private industry groups have recently promoted models of best practice in business organization and strategy. Across these initiatives there is a remarkable unanimity in the version of best practice being advocated, reflecting the influence of the Baldrige Award criteria. Contrasts the types of workplace reorganization advocated in the Baldrige criteria with sociotechnical systems, German diversified quality production, flexible specialization. Argues that each of these systems offers a route to best practice in its related market and business environment. Discusses the limits of reducing workplace change to a single one of these options and managerial action alone. Presents evidence of the value of industry co‐ordinated change, including contrasting case studies from the meat and dairy processing sectors.

Journal

International Journal of Quality ScienceEmerald Publishing

Published: Jun 1, 1997

Keywords: Baldrige Award; Flexible specialization; Industrial relations; New Zealand; Organizational change; Sociotechnics

References