Implementation of quality management system based on ISO9001:2008 and its effects on customer satisfaction case study

Nabavi, Vahid; Azizi, Majid; Faezipour, Mehdi

doi:10.1108/ijqrm-04-2013-0064

Cited by 16 publications

(15 citation statements)

References 20 publications

(26 reference statements)

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“…Government's efforts in fulfilling the desire for speed and accuracy will have a positive impact on satisfaction with public services [Bashir et al, 2012]. SMM has an influence on the production process, purchase and after purchase, research findings prove that there is a positive correlation with the purchase of standardized kitchen worktops and make buyers feel satisfied with the services provided [Nabavi et al, 2014]. Satisfaction is a person's feelings regarding comfort or disappointment resulting from comparisons between perceived product performance (outcomes) in relation to their expectations [Kotler, 2007].…”

Section: Review Of Literaturesmentioning

confidence: 99%

The Effect of Local Culture, Institutional Organizational Culture on Employee Performance and Customer Satisfaction with Services

Rahmaddian¹,

Surapto²,

Amara³

2021

BIRCI

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In this millennial era competition, there are many innovations to ensure the sustainability of a sustainable life in providing services to consumers, both products and services as expected by consumers. Therefore, it is necessary to have the quality of human resource performance to respond competitively in gaining market share. The success of high-performing employees is strongly influenced by innovative HR performance and organizational commitment and organizational citizenship behavior [Zhang, 2014]. To analyze local culture on organizational culture, to analyze organizational culture on organizational performance, to analyze employee performance on customer satisfaction with services. The method used in this research was quantitative descriptive strengthened by qualitative descriptive. The population of this study was all staffs of UPBJJ-UT. The sample and interview process were UPBJJ-UT which had local cultural characteristics. (Javanese Culture, UPBJJ-UT Yogyakarta, Sumatran Culture UPBJJ-UT Jambi / Pekanbaru, Timor Culture UPBJJ-UT Jayapura. The next analysis using the Hypothesis Tutorial in this study utilized the Partial Least Square (PLS) method. PLS is an alternative method of analysis with variance-based Structural Equation Modeling (SEM). The findings in this study are many other organizations formed in the local UPBJJ-UT, local culture and the dominant organizational culture of the company is work culture; although the culture has been formed and influenced by leaders and newcomers in influencing the existing work culture to support service satisfaction, because the nature of distance higher education is independence. According to this research, institutions need to re-evaluate their cultural values and try to communicate about local culture and organizational culture; In addition, the researcher also found that UPBJJ-UT staffs preferred local culture that had been applied to the organizational culture for the island of Java, the majority of which held tightly to Eastern culture, while samples in the eastern regions where the average employees were natively from other provinces and more dominant than local human resources.

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Section: Review Of Literaturesmentioning

confidence: 99%

The Effect of Local Culture, Institutional Organizational Culture on Employee Performance and Customer Satisfaction with Services

Rahmaddian¹,

Surapto²,

Amara³

2021

BIRCI

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“…A Danish study found that ISO certified companies had a significantly higher rate of return than before they were certified (Haversjo, 2000). QA systems have also been associated with an increase in customer satisfaction (Nabavi et al, 2014).…”

Section: Creativity and Innovationmentioning

confidence: 99%

A proposed model for sustainable business excellence

Jabnoun

2019

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Purpose The purpose of this paper is to develop an excellence model that combines noble ends and noble means to achieve sustainable business excellence (SBE). Design/methodology/approach The general framework of existing excellence models is used to develop the new model. Relevant literature on business excellence and current business and economic trends such as constructive capitalism, conscious capitalism, shared value, values-driven organizations and corporate governance are used to develop the basic concepts of the model. The criteria and the assessment method of the model are then developed based on the basic concepts. Findings This paper proposes a model for SBE. This model is aligned with conscious capitalism, constructive capitalism, shared value, values-driven organizations and corporate governance. The paper includes a comparison between this model and the most popular excellence models. Research limitations/implications This paper paves the way for more empirical and theoretical research on stakeholders’ business excellence models. Practical implications This model can be adopted by different national and international excellence awards. The adoption of this model can improve the benefits of shareholders, partners, customers, employees and the society at large. Implementing this model may be effective in transferring knowledge about conscious capitalism, values-driven organization and corporate governance to corporations worldwide. Social implications This may contribute to protecting the environment and reducing economic inequalities that have caused political and social instability. Originality/value Excellence models have been widely used with significant success all over the world. Although these models paid attention to customers and employees, they still reflect traditional capitalism that focuses on shareholders’ value. This model is aligned to new economic trends that foster sustainability and improve benefits of all stakeholders.

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“…Although the literature points out that quality management and environmental management are closely linked to the risk management of an organization (Arenhart et al, 2013;Nabavi et al, 2014;Srinivasu et al, 2010), it is surprising that by 2015 the standards NBR ISO 9001 (Quality Management Systems -QMS) e ISO 14001 (Environmental Management Systems -EMS) did not have mandatory requirements for linking quality management to risk management actions. Based on this shortcoming, this study examines how the new revisions to the standards published in the second half of 2015 incorporate risk-minded requirements to reorient organizations into their business operations, how they perceive and integrate those requirements with company intelligence.…”

Section: Introdutionmentioning

confidence: 99%

The risk mentality in organizations: an analysis of inserting risk management in ISO 9001 and ISO 14001: 2015 standards

2020

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Abstract: Risk management is related to both the external and the internal environments of organizations. Thus, the risk mentality enables the identification and minimization of negative effects, maximizing the opportunities and potential of the business. The aim of this paper is identify how the insertion of risk management requirements in ISO 9001 and 14001standards may contribute to spreading the risk mentality in organizations. We interviewed 11 auditors and consultants, with experience and training in the area, who were working in certified companies in the brazilian state of Espírito Santo. To analyze the data, the technique of content analysis was used to identify thematic categories and to relate the data to the literature. The results indicate that the certified companies have undergone a process of incorporation of risk management requirements that can be catalyzed by environmental aspects: size and nature of the company, barriers to risk management, professionalization and standardization of processes and client influence. We conclude that for companies with more complex structure, dynamic and more subject to ruptures, the integration of risk management in the business strategy represented a value, and for smaller companies in stable markets represents a cost to meet the requirements of the standard.

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Implementation of quality management system based on ISO9001:2008 and its effects on customer satisfaction case study

Cited by 16 publications

References 20 publications

The Effect of Local Culture, Institutional Organizational Culture on Employee Performance and Customer Satisfaction with Services

The Effect of Local Culture, Institutional Organizational Culture on Employee Performance and Customer Satisfaction with Services

A proposed model for sustainable business excellence

The risk mentality in organizations: an analysis of inserting risk management in ISO 9001 and ISO 14001: 2015 standards

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