Organization design is a theory-led discipline where research and empirical evidence inform the design process. My initial research focused on organizational assessment, learning, and improvement using excellence frameworks such as the Malcolm Baldrige National Quality Award Criteria for Performance Excellence. In 2006, at the Monfort Institute, we planned and hosted a “summit” meeting of academic researchers from various universities and executives from Baldrige Award recipient organizations that produced a research agenda for the Institute (Latham, 2008). In a 2013 paper on the future of research in quality management, I called for more collaborative cross-disciplinary research on the conceptual formula Leadership + Design = Sustainable Excellence (Evans & QMJ Editorial Board, 2013, pp. 51-52). Then, in a 2014 “Perspectives” paper, I introduced a leadership and design research framework (Latham, 2014). The framework includes three main parts: leadership (individual, style, and system), design (methods and management systems), and stakeholder value or sustainable excellence (the value created for multiple stakeholders). Selected journal articles and conference papers below. | ORCiD 0000-0002-6800-9285
Journal Articles
Fry, L. W., Latham, J. R., Clinebell, S. K., & Krahnke, K. (2017). Spiritual leadership as a model for performance excellence: A study of Baldrige Award recipients. In Journal of Management, Spirituality, and Religion (Vol. 14, Issue 1, p. 26). DOI: 10.1080/14766086.2016.1202130
The purpose of this research was to test a dynamic relationship between the revised spiritual leadership model and key organizational outcomes in a sample of Baldrige Performance Excellence Program award recipients. Structural equation modeling revealed a positive and significant relationship between spiritual leadership and several outcomes considered essential for performance excellence, including organizational commitment, unit productivity, and life satisfaction. | Read More
Schulingkamp, R. C., & Latham, J. R. (2015). Healthcare performance excellence: A comparison of Baldrige award recipients and competitors. In Quality Management Journal (Vol. 22, Issue 3, p. 17). DOI: 10.1080/10686967.2015.11918438
This paper tests 39 hypotheses comparing standard CMS process of care measures, patient experience measures (HCAHPS), and the outcomes of care measures between 34 Malcolm Baldrige Award Health Care recipients and 153 competitors within a 50-mile radius. | Read More
Latham, J. R. (2014). Leadership for quality and innovation: Challenge, theories, and a framework for future research. In Quality Management Journal (Vol. 21, Issue 1, p. 5). DOI: 10.1080/10686967.2014.11918372
This perspective paper discusses current issues facing leaders, what researchers and practitioners know about leadership theory and practice, and what they need to know to improve leadership in the future. | Read More
Latham, J. R. (2013). How much does your organization weigh? In Innovation (Vol. 32, Issue 2, p. 4).
This article in the journal for Industrial Designers Society of America (IDSA) addresses three main ideas: learning to create better organizations, leader as a designer, and organization system design. The article is based on the organization systems design framework and design principles described in much greater detail in the 2012 management system design paper. | Read More
Latham, J. R. (2013). A framework for leading the transformation to performance excellence part I: CEO perspectives on forces, facilitators, and strategic leadership systems. In Quality Management Journal (Vol. 20, Issue 2, p. 22). DOI: 10.1080/10686967.2013.11918095
This is the first in a series of two articles that describe the results of a qualitative, multiple case study based on in-depth interviews with 14 CEOs who led successful organization transformations resulting in recognition as a Malcolm Baldrige National Quality Award recipient. | Read More
Latham, J. R. (2013). A framework for leading the transformation to performance excellence part II: CEO perspectives on leadership behaviors, individual leader characteristics, and organizational culture. In Quality Management Journal (Vol. 20, Issue 3, p. 22). DOI: 10.1080/10686967.2013.11918354
This is the second in a series of two articles that describe the results of a qualitative, multiple case study that used grounded theory methods based on in-depth interviews with 14 CEOs who led successful organization transformations, resulting in recognition as a Malcolm Baldrige National Quality Award recipient | 2014 Gryna Award paper | American Society for Quality (ASQ). | Read More
Evans, J. R., & QMJ Editorial Board, (2013). Insights on the future of quality management research. In Quality Management Journal (Vol. 20, Issue 1, p. 8). DOI: 10.1080/10686967.2013.11918091
This paper is a collection of thoughts from Jim Evans, the outgoing QMJ Editor, and several QMJ Editorial Board members, including myself. If you are looking for a research topic in the area of quality management, I highly recommend this paper and the other papers in this issue of QMJ. My small contribution is the section labeled “Cross-disciplinary Research” (pp. 51-52). | Read More
Larson, Milan., Latham, J. R., Appleby, C. A., & Harshman, C. L. (2012). CEO attitudes and motivations: Are they different for high performing organizations? In Quality Management Journal (Vol. 19, Issue 4, p. 15). DOI: 10.1080/10686967.2012.11918083
This article details the findings from an exploratory, mixed-method, multiple case study on the motivational and attitudinal patterns (MAPs) of CEOs who have led successful organization transformations. The paper identifies six differentiating MAPs based on the analysis of results from the iWAM survey and in-depth interviews with Baldrige Award recipient CEOs. | Read More
Latham, J. R. (2012). Management system design for sustainable excellence: Framework, practices and considerations. In Quality Management Journal (Vol. 19, Issue 2, p. 15). DOI: 10.1080/10686967.2012.11918342
Building on practice, action research, and theory, this paper presents a framework and approach for designing management systems that create sustainable value for multiple stakeholders. This positive approach to design builds on a foundation of Baldrige-based performance excellence concepts and principles. It integrates systems theory, design thinking, appreciative inquiry, and sustainability to design management systems incorporating economic, environmental, and social perspectives. | 2013 Gryna Award paper | American Society for Quality (ASQ) | Read More
Latham, J. R. (2012). Latham’s response to commentaries. In Quality Management Journal (Vol. 19, Issue 2, p. 3). DOI: 10.1080/10686967.2012.11918344
This is my response to three commentaries that were written and published in QMJ Vol. 19 Issue 2 titled: Commentaries on “Management System Design for Sustainable Excellence: Framework, Practices, and Considerations” by John R. Latham, Monfort Institute at the University of Northern Colorado, by: Steve Hoisington, President, Electro-motive Diesel and Locomotive Company (PTY) LTD; David Spong, The Boeing Company (Retired); and Lawrence Fredendall, Clemson University. | Read More
Latham, J. R. (2009). Complex system design: Creating sustainable change in the mortgage-finance system [Commentary]. In Quality Management Journal (Vol. 16, Issue 3, p. 7). DOI: 10.1080/10686967.2009.11918235
This paper is one of four commentaries on Paul Zipkin’s article “Quality Snags in the Mortgage-Finance Supply Chain,” all found in the 2009 Quality Management Journal 16(3). This commentary offers several thoughts on some of the systems issues associated with implementing and sustaining the changes that Zipkin recommends. The article addresses three main issues: (a) system design issues, (b) regulatory and market failures, and (c) leadership and learning. | Read More
Latham, J. R. (2008). Building bridges between researchers and practitioners: A collaborative approach to research in performance excellence. In Quality Management Journal (Vol. 15, Issue 1, p. 20). DOI: 10.1080/10686967.2008.11918053
This paper describes a collaborative approach initiated by the Monfort Institute at the University of Northern Colorado to engage high-level practitioners of performance excellence, and academic researchers to (a) identify the external and internal dilemmas facing practitioners in high-performing organizations; (b) develop a purposeful research agenda that addresses both the needs and interests of practitioners and researchers; and (c) develop a concept of operations to address the research agenda. | Read More
Alexander, J. F., Jares, T. E., & Latham, J. R. (2007). Performance excellence in higher education: One business school’s journey. In Palmetto Review (Vol. 10, p. 12).
This paper explores the 20-plus-year performance excellence journey of the Monfort College of Business at the University of Northern Colorado. A qualitative case study approach was used to identify and describe the key factors and practices that have led to success, including the Malcolm Baldrige National Quality Award in 2004. A model is proposed that links the key enablers with program design and delivery and program management and improvement to the associated results. | Read More
Latham, J. R. (1995). Visioning: The concept, trilogy, and process. In Quality Progress (Vol. 28, Issue 4, p. 4).
One of the four common characteristics of Malcolm Baldrige National Quality Award recipients is that all had a vision of what quality was and how they would achieve it. A vision is an essential element in organizational success. It provides direction and drives everything in an organization. The visioning concept, vision trilogy, and the 8-step visioning process bridge the gap, so a vision can be any organization’s key to success. | Read More
Conference Papers (selected)
Zimmerer, T. E., & Latham, J. R. (2015). Exploring What it is Like to Work for a Servant Leader: Perspectives of Three Generational Cohorts. 17th Annual Global Conference, Barcelona, Spain. International Leadership Association.
This paper presents a qualitative analysis of 25 interviews with followers who work for servant leaders based on their servant leadership survey scores of 4.0 or higher. Interviews addressed three generational cohorts – Baby Boomers, Generation X, and Generation Y. | Read More
Zimmerer, T. E., & Latham, J. R. (2014). One size fits all: Servant leadership an effective approach for all generations. In 74th Annual Meeting of the Academy of Management (p. 38). Academy of Management. DOI: 10.5465/AMBPP.2014.13166abstract
Based on the MANOVA results, there appears to be little need to use differentiated leadership approaches to accommodate specific generational cohort leadership preferences when applying servant leadership principles. | Read More
Fry, L. W., Latham, J. R., Clinebell, S., & Krahnke, K. (2014). Spiritual leadership as a model for implementing the Baldrige performance excellence criteria. In 74th Annual Meeting of the Academy of Management (p. 31). Academy of Management. DOI: 10.5465/AMBPP.2014.15697abstract
Using structural equation modeling (SEM), results revealed a positive and significant relationship between spiritual leadership and organizational commitment, unit productivity, and life satisfaction. | Read More
Latham, J. R. (2011). Management System Design for Sustainable Excellence: Framework and Methodology. In 5th International Conference Design Principles and Practices, Sapienza University of Rome, Facoltà di Architettura, Rome, Italy.
Building on practice, case studies, and several theories, this paper presents a framework and methodology for designing management systems that create sustainable value for multiple stakeholders. A revised version of this paper was published in Quality Management Journal 2012. | Read More
Interviews (selected)
The Everyday Innovator interview with host Dr. Chad McAllister. We explored various topics related to organization design and creating value for multiple stakeholders. | Watch Videos
Business 901 interview with host Joe Dager. We discussed various topics related to organization design and leading the journey to sustainable excellence. | Watch Videos
Monfort Institute interview series focuses on results from our leading transformation research project. | Watch Videos