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.
PurposeThis paper aims to explore the mediating role of effective employee involvement in the links between management commitment to service quality, employees' job satisfaction, and customer perceptions of service performance.Design/methodology/approachBased on a review of the literature on service management, the authors identified the role of effective employee involvement in the relationships between management commitment to service quality and employees' job satisfaction and between management commitment to service quality and customer perceptions of service performance. Using a random sampling method, the authors obtained 143 matched frontline employee‐customer dyads in the Macao Special Administrative Region of the People's Republic of China.FindingsThe results of the structural equations analysis show that effective employee involvement fully mediates the positive effects of management commitment to service quality on employees' job satisfaction and customer perceptions of service performance.Practical implicationsThis study confirms that management commitment to service quality alone does not produce positive organizational outcomes, unless linked with effective employee involvement.Originality/valueThe paper contributes to the literature on service management by identifying the mediating role of effective employee involvement in the relationships between management commitment to service quality and organizational outcomes.
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