PurposeThe majority of ISO 9001 certification research studies conducted so far are supported by survey methodologies and descriptive statistics. As such, they express conclusions that are mainly derived from opinions and perceptions about the subject. Thus, it is common to find in the open literature references that point out the highly subjective results derived from such studies (often of somewhat contradictory nature). This paper tries to compile the main conclusions that ISO 9001 research studies have tried to address, with the aim of describing the quality management systems literature state‐of‐the‐art.Design/methodology/approachIn order to achieve this objective, an exhaustive literature review of ISO 9000 studies was carried out. For that purpose approximately 100 articles were analysed, which were sorted in the following categories, according to the used methodology: surveys; analysis of financial indicators; case studies; interviews; literature review; and statistical data analysis.FindingsThis paper reflects an exhaustive literature review, which allowed the identification of a group of issues that ISO 9001 research studies have tried to address, as well as the most commonly used methodologies employed and main conclusions reached so far by the different authors. Then using such a state‐of‐the‐art as a starting point, it pointed out a number of questions that seem to be relevant but have not been so far addressed in the open literature in terms of providing clear and precise answers, as well as others that are at the core of the authors' future work in this area.Originality/valueThe value of the paper is to point out and to compile the main conclusions reached by the different authors and researchers in the most important ISO 9001 issues addressed in the open literature.

Purpose: This study was carried out to create a research model investigating the impact of supply chain quality management (SCQM) practices on firm performance. Design/methodology/approach: Based on a comprehensive literature review, the practices were suggested. These SCQM practices will be analyzed and categorized into 4 dimensions: upstream (supplier assessment, supplier quality management), downstream sides of a supply chain (customer focus), internal process (product/service design, process management and logistics) and support practices (top management support, human resource management, information and supply chain integration). The measurement instrument of firm performance was developed including three aspects: operational performance, customer satisfaction and financial performance. Findings: A conceptual framework and a structural model were proposed as well as the development of hypotheses on the paths. Research limitations/implications: It is necessary to test the rationality of this model by empirical studies in different contexts. Originality/value: The research considers integration of quality and supply chain management still remains limited in the literature. Therefore, it is necessary to have a more focused approach in assessing quality management issues within the internal and external supply chain contexts. This study concentrates on the practices which improve quality aspects of supply chain, known as SCQM practices. Proposed structural model in this paper not only fills the voids in the literature but contributes a parsimonious conceptual framework for theory building in SCQM and firm performance. It also expects to offer a useful guidance for measuring and implementing SCQM practices as well as facilitate further studies in this field.

Purpose The purpose of this paper is to develop a theoretical basis for integration of quality management (QM) and supply chain management (SCM). For that purpose, some common practices of both approaches are identified as having impact on the four balanced scorecard perspectives. Design/methodology/approach The main concepts of SCM and QM were reviewed from the literature in order to develop key practices that are common to both approaches. Findings The findings suggest that the synergies of QM and SCM can promote the integration of the approaches which will promote a set of significant organizational benefits. Originality/value This study focuses on the integration of QM and SCM through their common practices. This issue has not been broadly explored and for that reason this paper contributes to the understanding of the critical factors for an effective integration of supply chain QM.

Purpose -The purpose of this paper is to provide an empirical evidence about the relationship between practices of supply chain management (SCM) and operational performance (OP). Design/methodology/approach -Based on a comprehensive literature review, a set of SCM practices has been identified and selected to develop a conceptual model as well as to establish their relationship to companies' OP. The measurement scales of the practices were developed in four steps: identification and development of initial instrument; personal interviews and Q-sort; large-scale data collection; and large-scale analysis in order to ensure unidimensionality, reliability and validity. Structural equation modeling was used to validate the model with the data were collected in Vietnamese garment enterprises. Findings -The study consolidated relationships between the SCM practices and OP. According to the research results, these practices have a "resonant" influence on OP that can explain 52.6 percent variance of this output concept. In particular, customer focus and supplier management both direct and indirect impact on OP while top management support and process control/improvement only have indirect and direct influences on OP, respectively. Research limitations/implications -There are some limitations that can guide academics to new lines of future research: to extend the scope of the survey to include different countries and new situations, so results can be generalized; to consider the impacts of the SCM practices on the entire supply chain performance; and to explore additional factors that can further explain OP, such as operational environment, capital, technology, human resource, etc. Practical implications -The authors suggest that the SCM practices should be implemented as an integrated system rather than independent practices, in which they interact with each other and improve OP. Originality/value -The empirical results of this study provide an evidence to consider the SCM practices as reliable predictors for OP. According to the research, these practices interact with each other and have both direct and indirect effects on OP. In other words, through the mutual interaction among the SCM practices, they have the "resonant" influence on improving OP. Moreover, the proposed research model analyzing the relationship among SCM practices and OP and its validation using the Vietnam garment industry provided valuable insights both from theoretical and practical perspectives.

No abstract

No abstract

Purpose-In the past few years, management systems implementation and certification has become a common practice among different types of organizations. In this context, quality management systems certification, according to the ISO 9001 standard is in the spotlight, due to over than 1.000.000 certified organizations by the end of 2009. Quality management systems can be integrated with an increasing variety of other subsystems implemented according to other standards, including environmental systems, health and safety, social responsibility, R&D, risk, or human resources, and subsystems raised from specific standards designed for specific activity sectors (HACCP, automotive or aeronautics, medical devices, pharmaceuticals and software). Due to this evolution, careful attention should be taken on how these different subsystems have been and should be articulated, harmonized and integrated. Thus, this paper intends to approach different strategies to achieve integration, with several levels of intensity, depth and authenticity between the different subsystems, and report some final recommendations related with good practices assuring the efficiency and effectiveness of the integration process. Design/methodology/approach-A case study methodology has supported this research. Three case studies were conducted on Portuguese companies that have an integrated quality, environmental and safety management system. Findings-If the companies' strategy is to implement more than one management system, there is a clear advantage of doing it supported on an integrated approach, avoiding the development of organizational "islands" related to each subsystem. This organizational "archipelago" structure is completely far way from any global optimized solution, based on a holistic perspective. Originality/value-Based on the conclusions that we were able to find out, this paper is an important contribution to the integrated management systems research area, because it states different integration approaches and levels of integration and what are the features that characterize each one of those approaches and levels.

No abstract