Quality Management II

ME18.1 Implementation of Multiple Process Improvements: Managing Synergy & Conflict Janice E. Carrillo, Cheryl Gaimon --- Washington Univ., CB 1133, One Brookings Dr., St. Louis, MO 63130-4899, (carrillo@wuolin.wustl.edu)

Through critical to long term competitiveness, process improvements¨ can cause serious short term disruptions. Moreover, the disruptions¨ and subsequent deterioration in performance are compounded when¨ firms implement several process changes simultaneously. A model is¨ introduced to assess both adverse and beneficial interactions when¨ multiple process changes are implemented concurrently.

ME18.2 The Long-Run Stock Price Performance of Firms with Effective TQM Programs as Provided by Quality Award Winners Kevin B. Hendricks, Vinod R. Singhal --- Coll. of William & Mary, School of Bus., Tyler Hall, Williamsburg, VA 23185 , (kbhend@dogwood.tyler.wm.edu)

We document the long-term stock price performance of quality award¨ winners. During the implementation period, there is no differnce in¨ the performance of winners and control firms. During the¨ post-implementation period, winners significantly outperform control¨ firms by an average of 36% to 48% on the control sample used.

ME18.3 An Empirical Test of the Malcolm Baldrige Quality Framework Soumen Ghosh, Robert Handfield --- GA Inst. of Tech., School of Mgmt., Atlanta, GA 30332-0520, (soumen.ghosh@mgt.gatech.edu)

The objective of this study is to 1) test empirically the implied¨ relationships proposed in the Malcolm Baldrige Quality model and 2)¨ determine the strength of the relationship between the core elements¨ of the Baldrige Framework and financial performance. The testing is¨ done using a structural equations modeling approach using survey¨ data.

ME18.4 What is Process Orientation? Saurabh Gupta, Uttaryan Bagchi --- Univ. of TX, Dept. of Mgmt., CBA 4.202, Austin, TX 78712 , (sgupta@mail.utexas.edu)

By process orientation we mean the application of the concept of¨ process in organizations. Based on a survey of the relevant¨ literature and interviews with managers we develop an operational¨ definition of process orientation. The purpose is to contribute to¨ the development of a theory of process orientation.