Purpose The purpose of this paper is to investigate the heterogeneity in the implementation of the ISO 9001 quality management system in service-oriented organizations, and to identify patterns (i.e. relationships, dependencies and exceptions) among critical implementation factors, possible implementation determinants and desired post-implementation outcomes. Design/methodology/approach The paper adopts a qualitative approach, in the form of a multiple case study of five ISO 9001 certified, service-oriented organizations, located in Greece. Using multiple data collection methods including interviews with upper management and employees, desk research and on-site observation allowed for data triangulation. Findings The analysis reveals that ISO 9001 implementation can range across different levels of fidelity, from merely superficial to genuinely substantive. Several determinants (i.e. implementation experience, motivation for certification, perception of quality, commitment to change) affect the level of fidelity and, in turn, the post-implementation outcomes. Interestingly, even a superficial ISO 9001 implementation can initiate, at least to a moderate degree, beneficial changes throughout the organizations. The organizations that strictly abide by ISO 9001 requirements still have to address some challenges, most notably to instill a culture of prevention in their management system and to efficiently balance standardization and flexibility. Originality/value This study contributes to the ISO 9001 internalization literature, providing an in-depth analysis of possible patterns among ISO 9001 implementation factors, determinants and outcomes. Related findings are also discussed under the prism of the revised ISO 9001:2015.
The worldwide trend of ISO 9001 certification throughout the last decades has instigated a rigorous debate on whether and under which circumstances real quality results are attained by certified companies. The purpose of this paper is to investigate how focus on human resources (HR), especially in a service environment, affects quality management system (QMS) implementation through ISO 9001 certification, towards the goal of attaining continuous quality improvement. The research was undertaken in the form of multiple case studies at five service-oriented ISO 9001 certified companies pertaining to different business sectors. The results obtained suggest that when a company exhibits limited focus on people, alongside a downgraded view of the HR department in the organisational structure, all quality initiatives are likely to serve as an end-point towards certification. As such, the companies bearing these features cannot reap the benefits that a successful QMS implementation could potentially offer in the long run. On the other hand, a broad focus on people, combined with a strategic orientation of the HR department, is expected to drive the companies at issue towards real quality. As such, ISO 9001 certification can be an actual driver of continuous quality improvement.
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