Wilford, Sara (2007) The limits of award incentives : the (non-)relationship between awards for quality and organisational performance. Total Quality Management & Business Excellence, Volume 18 (Number 3-4). pp. 333-349. doi:10.1080/14783360601152608

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Abstract

This paper examines whether there is a relationship between gaining an award for quality ( e. g. Beacon Council Scheme, Baldrige, EFQM) and high organisational performance. It considers whether gaining an award is encouraging excellence or if the self-assessment process is a more important driver towards organisational high performance. Further, it examines the proposition that awards may be limited to those organisations that are already high performers or those organisations that operate according to the criteria set by award-giving bodies ( Taylor & Parkinson 1998; Train & Williams, 2000; Eskildsen et al., 2001). This paper argues that gaining an award for quality indicates the ability of some organisations to fulfil the criteria set by the awards studied. As such, awards should not be seen as a panacea for organisational excellence.

Item Type:	Journal Item
Subjects:	H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
Divisions:	Faculty of Social Sciences > Warwick Business School
Journal or Publication Title:	Total Quality Management & Business Excellence
Publisher:	Taylor & Francis
ISSN:	1478-3363
Official Date:	2007
Dates:	Date Event 2007 UNSPECIFIED
Volume:	Volume 18
Number:	Number 3-4
Number of Pages:	17
Page Range:	pp. 333-349
DOI:	10.1080/14783360601152608
Status:	Peer Reviewed
Publication Status:	Published

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