PurposeSmall to medium‐sized enterprises (SMEs) constitute 90 percent of all enterprises in Iran. Thus they have an important role in the development of the country. SMEs need to utilise management systems, especially quality systems such as the ISO 9000 series, in their operations. The purpose of this paper is to address the following questions: to what extent do the performances of SMEs change before and after acquiring the ISO 9000 certification and how far do they differ from non‐ISO certified companies?Design/methodology/approachThe authors have studied a sample of SMEs, comprising those that have acquired the ISO 9000 certification after the end of September 2004 and were located in Greater Tehran. Based on the literature review, the authors designed the following methodology to survey the selected SMEs: they developed a questionnaire containing 27 questions relevant to advantages of acquiring ISO certification and sent the same to the selected SMEs; then analysed the responses and performed non‐parametric tests such as sign‐test and chi‐squared test; and they used Minitab and SPSS to analyse the data.FindingsAcquiring the ISO 9000 certification appeared to improve the performance of SMEs in the sample studied. In other words, SMEs have benefited from achieving the ISO 9000 certification.Originality/valueThis paper will help the non‐ISO certified SMEs to consider investing in development and deployment of a suitable quality management system, preferably leading to certification under the ISO 9000 standard. It will also help the ISO‐certified SMEs to build on their success and move to apply a suitable performance assessment and improvement model such as the EFQM.
Total quality management (TQM), its components, techniques and principles are extensively accepted by scholars as a comprehensive philosophy for improving organizational performance (OP). Moreover, findings suggest that a prerequisite for successfully implementing TQM is exchanging knowledge in the organization. However, the number of studies addressing the mentioned issue is limited. Also, the nature of knowledge and its interactions with TQM are not properly investigated. Current study investigates the role of employees' different forms of knowledge sharing appreciation in their tendency to use TQM critical success factors (CSFs). In order to do so, knowledge sharing was divided into two categories of explicit and tacit, and the employees of the IT department of one of the largest companies in Middle East were selected and grouped based on their knowledge sharing characteristics. Further, ten categories were identified for TQM CSFs, and the employees' appreciation of CSFs were measured. The data were gathered through two questionnaires. Finally, the subjects were plotted and grouped using Tacit-Explicit Analysis. The results indicated that while both Tacit and Explicit knowledge sharing positively correlates with CSF appreciation, a simultaneous increase in both types can bear much fruitful positive results.
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