Purpose -The purpose of this paper is to explore the patterns with which ISO 9000:2000 was implemented in service organizations, and to examine the performance outcomes and contextual factors which are associated with different ISO 9000:2000 implementation patterns. Design/methodology/approach -Based on a literature review of quality management practice, a questionnaire was developed based on quality management principles of ISO 9000:2000 and three propositions. The propositions were tested using responses from managers or executives in 45 service organizations. Findings -Cluster analysis shows that there are two markedly different ISO 9000:2000 implementation patterns among sample organizations. The analysis results also indicate that organizations with different ISO 9000:2000 implementation patterns performed differently in the two outcomes analysed. Research limitations/implications -Managers in service organizations must realize that ISO 9000:2000 is capable of generating a competitive advantage only if top management is fully committed to the program implementation from a strategic perspective. Originality/value -The paper contributes to the literature by offering new insights on the implementation patterns of ISO 9000:2000 in service organizations and their relationships with performance outcomes and contextual factors.

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Purpose -This paper aims to explore the practice of quality management framework as a strategic tool for public management. Design/methodology/approach -The paper starts with a basic process-based model; it then enhances the model with the quality management principles for continuous improvement. With identification of concerned factors from the literature, it examines their usefulness in the quality management system. Findings -An empirical analysis on the framework identifies eight factors: factual approach to decision making, use of quality tools, customer focus, leadership, involvement of people, process approach, mutually beneficial supplier partnership and internal results. The framework shows that leadership and customer focus are much more important than previously anticipated for successful implementation of quality management system. Research limitations/implications -Managers in public organizations must realize that all high performance organizations, whether private or public, are by principle customer-driven. In addition, it is imperative for them to enhance their leadership as it is essential for effective quality improvement. Originality/value -While the effect of adopting a quality management system on organizational performance has been well documented, the underlying mechanism about how the system works has yet to be empirically identified. This paper contributes to the literature by addressing such a gap and presenting a causal model for quality management principles.

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Service organizations use quality management systems as a part of their overall strategies to improve business processes and operations management. Nevertheless, how quality management components lead to improvement and whether task conflicts influence quality management components have not yet been identified clearly. This paper examines the mechanisms that link different quality management components to improvement and the role of task conflict in the mechanisms. Data were collected from 495 employees responsible for quality management in Macao’s service organizations. Results from structural equation modeling showed that leadership i.e., the supportive behaviors of top management towards quality management has direct, significant effects on quality management components such as process approach, engagement of people, relationship management, and evidence-based decision making while customer focus has the largest total effect on improvement. On the other hand, task conflict was weakly but significantly related to relationship management. The study provides a deeper understanding of how quality management works in service contexts.