A Systematic Literature Review of Malcolm Baldrige National Quality Award (MBNQA)

Since the world crisis in 1930, quality management has become the world’s prima donna in facing globalization competition. Many scientists and practitioners develop concepts and paradigms about quality. The first global quality model introduced was the Deming Prize. The United States presented the Malcolm Baldrige National Quality Award (MBNQA) as a prestigious award regarding quality management and in Europe issued the European Quality Award as organizations often use it as a guideline for implementing total quality management (Haktanir & Cengiz, 2020). Customers who are spoiled for products and services encourage countries to adopt quality management worldwide (Sawaluddin, Surachman, Djumahi, 2013). Total Quality Management (TQM) is a fundamental philosophy on the continuous improvement of the quality reward model (Lazaros et al., 2017). TQM is the most widely applied approach in organizations to obtain process efficiency, process quality, and customer satisfaction to get optimal global business competition (Aydın & Kahraman, 2019). In 1987, the MBNQA was introduced by the U.S. Congress and presented six categories: manufacturing, services, SMEs, health care, education, and non-profits. The assessment is based on a group of criteria from the point of view: customer, strategy, leadership, measurement, analysis and knowledge management, workforce, operations, and the organization’s results. These seven groups of criteria are divided into 18 measures where the total score is 1000 (Haktanir & Cengiz, 2020). MBNQA is not only built to improve organizational performance to achieve goals, increase output and have competitiveness; There is a new emphasis on innovation management, smart risk management, prioritizing careful strategy development, engaging in social media activities, ensuring a practical work system, which helps build organizational competence and organizational sustainability (Lee & Ooi, 2015). The latest revision of the BaldridgeCriteria for Performance Excellence published an umbrella called the Baldridge Excellence Framework, which covers core values and concepts believed to be embedded behaviors in highperforming organizations. If we simplify it in simple terms, it becomes an “Integrated management framework”, a tool to identify, understand, and manage organizational performance. It is a collection of questions that guide how to run an organization, regardless of organization and sector or size (Baldrige Framework Is Worldwide Standard for Excellence, 2016). The Baldrige Excellence Framework for Measuring and Improving Organizational Performanceis shown in Figure 1. A Systematic Literature Review of Malcolm Baldrige National Quality Award (MBNQA)


Introduction
Since the world crisis in 1930, quality management has become the world's prima donna in facing globalization competition. Many scientists and practitioners develop concepts and paradigms about quality. The first global quality model introduced was the Deming Prize. The United States presented the Malcolm Baldrige National Quality Award (MBNQA) as a prestigious award regarding quality management and in Europe issued the European Quality Award as organizations often use it as a guideline for implementing total quality management (Haktanir & Cengiz, 2020). Customers who are spoiled for products and services encourage countries to adopt quality management worldwide (Sawaluddin, Surachman, Djumahi, 2013). Total Quality Management (TQM) is a fundamental philosophy on the continuous improvement of the quality reward model (Lazaros et al., 2017). TQM is the most widely applied approach in organizations to obtain process efficiency, process quality, and customer satisfaction to get optimal global business competition (Aydın & Kahraman, 2019).
In 1987, the MBNQA was introduced by the U.S. Congress and presented six categories: manufacturing, services, SMEs, health care, education, and non-profits. The assessment is based on a group of criteria from the point of view: customer, strategy, leadership, measurement, analysis and knowledge management, workforce, operations, and the organization's results. These seven groups of criteria are divided into 18 measures where the total score is 1000 (Haktanir & Cengiz, 2020). MBNQA is not only built to improve organizational performance to achieve goals, increase output and have competitiveness; There is a new emphasis on innovation management, smart risk management, prioritizing careful strategy development, engaging in social media activities, ensuring a practical work system, which helps build organizational competence and organizational sustainability (Lee & Ooi, 2015).
The latest revision of the BaldridgeCriteria for Performance Excellence published an umbrella called the Baldridge Excellence Framework, which covers core values and concepts believed to be embedded behaviors in highperforming organizations. If we simplify it in simple terms, it becomes an "Integrated management framework", a tool to identify, understand, and manage organizational performance. It is a collection of questions that guide how to run an organization, regardless of organization and sector or size (Baldrige Framework Is Worldwide Standard for Excellence, 2016). The Baldrige Excellence Framework for Measuring and Improving Organizational Performanceis shown in Figure 1. Since its inception, the MBNQA Award has had a significant influence on various types of organizations in the U.S., especially for companies that care about quality, whether they are starting or continuing to improve quality (Przasnyski & Tai, 2002).During the last few decades, quality management practice through the creation and awarding of quality awards and business excellent models (BEMs) has developed rapidly. BEMs have played an essential role in efforts to improve the organization's business. All of this is well documented by foundations engaged in quality worldwide, such as the European Foundation for Quality Management, the National Institute of Science and Technology, The Japanese Institute of Scientists and Engineers, the Canadian Quality Assurance Institute, and others. Countries concerned with quality manage BEMs in their way. This quality management framework is created based on organizational performance, derived from the evolution of the Total Quality Management principle (Garza-Reyes et al., 2015).

Research Method
This paper will show the importance of the MBNQA award in improving organizational performance, starting from the study framework, which business fields measure the most quality performance, and various MBNQA implementation practices from multiple countries that care about organizational performance. The relationship between criteria and their implementation is also highlighted here.
The literature on the MBNQA classification is minimal so far. We took 50 random samples from journals discussing MBNQA for review. This paper reviews and provides an overview of the different types of MBNQA award practices globally from other types of eligible organizations. and comparing the types of awards that are popular in the world to get an idea of what criteria are assessed from the various types of award criteria being evaluated and the practical approach of the most dominant standardsfor each kind of award suggested by multiple researchers to determine the level of success maximum in organizational performance. Then compare from various points of view, then make a summary. For more details, it can be seen in Figure 2.

Paper Summary
The 50 articles showing research on MBNQA from various countries were selected for review. Selected items were analyzed from the MBNQA methodology aspect, which consisted of the relationship between other quality approaches such as TQM and the relationship between MBNQA criteria for improving organizational performance, then analyzed based on the object of research and the results. We took a sample of 50 national (Indonesian) and international journals with a span of 21 years from 2000 to 2020 to determine the development of MBNQA in organizations. The following is a review of selected articles. The growth in P.I. will increase because of TQM implementation, which affects preferable organizational storage management.
21 (Peng & Prybutok, 2015) the effectiveness of the MBNQA model within a government organization The outcomes validate the Baldrige classes' effectiveness and quantitatively guide the theoretical foundations of the Baldrige model. The Balanced Scorecard has critical points of interest, such as successive goals, the capability to bolster long-term programs, potential to choose significant execution measures based on genuine information, and two criticism levels.

(Sohn et al., 2007) National funding on R&D project of SMEs using SEM
The proposed version is carried out to the tangible case and is used to become aware of the optimal practices as well as to supply feedback information for the restoration of the government funding programs of the R&D projects of SMEs 40 (Flynn & Saladin, 2006) Lee et al., 2006) The changing role of quality in the MBNQA criteria Quality is no longer just a guarantee of product and treatment quality but the generally quality of an organization's competitive methodologies counting client relationship administration, corporate social duties, information administration, well-being of workers, and generally money related comes about.
42 (Badri et al., 2006) Empirically test the causal relationships in Education Performance Excellence Criteria with MBNQA The survey learn experimentally tried the Baldrige instruction systemthat there's a critical relationship between the leadership, frameworks, and forms of higher instruction organizations and the ensuing results.
The result was the improvement of an MBNQA-based model that illustrated the relationship between official LS and the MBNQA variables.
46 (Ghosh et al., 2003) A structural model analysis of the Malcolm Baldrige National Quality Award framework on performance impact Client and market focus is an important input for strategic quality planning, senior administrative commitment is fundamental in securing client and market focus, and operational level trading forms are driven by a major commitment to human resource management.

47
(S. M. Lee et al., 2003) Impact of MBNQA on quality performance among Korean manufacturing firms.
The results presented that the quality of data and investigations includes a strong and positive influence on key quality planning and process management, and the quality that affected to be influenced by human resource management and management process.
48 (Przasnyski & Tai, 2002) The impact the MBNQA has had on the stock performance of its recipients The stock market has faced a vast and phenomenal bull market, so it has high margins.
49 (Meyer & Collier, 2001) Causal relationships for the health care industry The confirmatory structural equality modeling outcome displays that a number of the hypothesized causal relationships withinside the Baldrige version are statistically significant.
Leadership drives method performance. business outcomes and consumer pride because of those entities (direction and method) Table 1 provides an overview of the application of MBNQA in various industries in the world globally. The table also suggests the researcher's variables and methods based on the problems faced related to the results achieved by each organization so that they can be used as a benchmark for the achievement of their application based on the type of similar business. Furthermore, it can also be seen that the relationship between MBNQA and other quality performance reward practices. By understanding the contents of this sample of 50 journals, we can sort out what variables are best applied to our organization and figure out the methods and results to be achieved later. Because every country has a different work culture, this can affect each employee's work ethic in receiving the MBNQA assessment. This literature will provide detailed information on the variables that are widely used by countries. for detailed information, see the following discussion If seen in Figure 3, 50 sample journals discuss MBNQA, about 38% from USA as the country of origin the quality assessment criteria were made, 34% from Indonesia., 4% from Turkey and Saudi Arabia, and 2% from eachcountry.
And the year of publication was chosen based on a span of 21 years from 2000 to 2020, and the distribution of the lead year in 2019 was around 16%, 2015 around 14%; 2018;2014; 2012;2006 around 6%, and the rest each year around 4% and 2% When seen in Figure 5, the most widely used sectors of the sample of this study are are general studies that discuss the comparison of MBNQA with other quality performance awards by 18%, education by 22%, manufacturing by 18%, health care by 16%, service by 4%, nonprofit by 2%, and SME's by 2%..Most of the methods used in measuring organizational performance use the Malcolm Baldrige Criteria for Performance Excellence (MBCfPE, Tabel 2) by 48%, the Structural Equation Model (SEM) approach by 16%, and the Analytical Hierarchy Process (AHP) and Multiple Regression method by 3%, and Partial Least Square (PLS) of 2% and the rest of each method is 1%.

Quality Award Comparison
In this paper, research is not only conducted to assess organizational performance from various existing sectors. Several studies have compared the MBNQA criteria and other awards such as the European Foundation for Quality Management (EFQM) Award and Deming Prize models' criteria.The purpose of conducting these comparisons is to broaden knowledge in the area of quality performance and models for business excellence(Garza-Reyes et al.,

Gaps in the Current Literature on MBNQA and Plan for Future Research
The literature that we discuss evaluating organizational performance using the MBNQA criteria approach is mostly used as a reference by countries wishing to measure and assess their organizations. MBNQA is widely used for the industrial sector in the USA. Countries in Europe also make the performance measurement of this organization under the name EFQM, and even some countries in Europe also create their criteria such as the Russian Federation Government Quality Award (RFGQA) as the quality award criteria in their internal countries. Many Japanese manufacturing companies use Deming prize criteria.TQM p.9 is a management approach that includes both technical and social dimensions used to achieve good quality performance by involving employees (Bou-Llusar et al., 2009). The criteria model from MBNQA, EFQM, and Deming are used as a guide for implementing TQM by organizations in the world. The era of the industrial revolution 4.0 is an absolute phenomenon. This era cannot be avoided. Companies must have a strategy that can be used as transformation and Innovation to face this 4.0 industrial revolution so that its development hampers the company that was founded.
The application of criteria with Total Quality Management (TQM) is very influential in competitive advantage in the Industrial Revolution Era 4.0. In future research, we need to maximize organizational performance and by combining criteria with digital-based process improvements, equipment needs to be installed with sensors and build automation of processes that are connected via the internet network so that any abnormalities in the production process can be identified in real-time so we can quickly do it. Corrective action to build superior quality management. The future research framework is shown in Figure 8.

Conclusion
The literature highlights the MBNQA criteria as a tool to measure and assess an organization's performance and establish the organization's strategy in facing global competition. Based on the results of reviews from 50 journals about MBNQA in 6 sectors, it was found that about 48% used the MBCfPE criteria as a guide for their organizational assessment. The existence of comparison between MBNQA, EFQM, and the Deming Prize provides an overview of the choice of criteria that we can use in measuring organizational quality performance.
The basis for determining the criteria is the TQM technique and philosophy. In this era of Industry 4.0, we can take advantage of digital technology to improve organizational quality and assist work processes in implementing TQM. The award criteria in each country have been made. In the future, we will combine these criteria with the development of the industrial era 4.0 so that a new model is created in organizational strategic planning to improve TQM performance.