Implementing ISO 9000: performance improvement by first or second movers

Naveh, Eitan; Marcus, Alfred A.; Moon, Hyoung Koo

doi:10.1080/00207540410001662912

Cited by 73 publications

(45 citation statements)

References 75 publications

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“…All this can have a positive influence upon learning; indeed, learning can create opportunities in firms and is an important factor to improve performance (Lieberman and Montgomery, 1998). In this sense, Naveh et al (2004) found that ISO 9000 certified firms that score high on learning outperformed other ISO 9000 certified firms that score low on learning. Based on this literature review, the following hypotheses are suggested:…”

Section: Quality Outcomesmentioning

confidence: 93%

The relationship between quality management practices and their effects on quality outcomes

Tarı́

Molina

Costa

2007

European Journal of Operational Research

215

159

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Section: Quality Outcomesmentioning

confidence: 93%

The relationship between quality management practices and their effects on quality outcomes

Tarı́

Molina

Costa

2007

European Journal of Operational Research

215

159

View full text Add to dashboard Cite

“…This may explain their above average performance (on the role of learning see Naveh et al, 2004). These characteristics equate to those of Hayes and Wheelwright (1984) Stage Four companies where operations are creative and proactive in developing and adopting new practices and systems that relate to competitive performance (Flynn et al, 1999).…”

Section: Shedding Light On Causationmentioning

confidence: 99%

Shedding light on causation between ISO 9001 and improved business performance

Dick

Heras²,

2008

International Journal of Operations &Amp; Production Management

129

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Purpose -The adoption of the ISO 9001 Quality Management Systems Standard has proven to be a persistent and growing phenomenon in services and manufacturing, yet to date little research has been done that can indicate how far improved business performance can be attributed to it rather than counter-intuitive causes. The paper aims to examine the evidence for the causal links between quality management system certification and improved performance in the empirical literature. Design/methodology/approach -A method is proposed for testing how far performance improvement can be attributed to quality management system certification and how far attribution to other causes applies. This method is illustrated on a longitudinal study and then utilised to interpret the findings of other longitudinal studies. Findings -It is concluded that although there is some evidence to indicate that quality management system certification has some causal influence on business performance, there is also evidence for the existence of a substantial mechanism whereby better performing firms self-select to adopt certification. Possible causes for this mechanism are discussed. Research limitations/implications -The existence of a self-select mechanism has profound implications for interpreting business performance achievements associated with quality management system certification because the benefits found may well be inflated by its presence. The authors suggest that richer theory is needed that can incorporate bi-directional influences and new research is needed to explore the underlying causes of adoption selection effects. Originality/value -The paper provides researchers with a method for testing and discussing causation influences on results. It provides evidence that a substantial part of the association found in the research on quality management system certification and business benefits may be due to counterintuitive causes.Keywords Performance management, ISO 9000 series, Cause and effect analysis, QualityPaper type Research paper Introduction Although most "new" ideas in management have short life spans and are discarded when eclipsed by the next fad (Carson et al., 2000), adoption of third party accredited ISO quality management system standards has proven to be a persistent and growing phenomenon. Its persistence suggests that it is not simply another management fad but will remain an influential global management meta-standard (Uzumeri, 1997).

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“…Evidence is equivocal as to the benefits of ISO 9001 registration (Naveh, Marcus and Moon, 2004;Sampaio, Saraiva and Guimarães Rodrigues, 2009). While the relation between ISO 9000 registration and business success is not settled, there is clearly a perceived benefit of registration as necessity for compliance with customer requirements.…”

Section: Total Quality Management Continuous Improvement and Complimentioning

confidence: 99%

Continuous Quality Improvement as a Central Tenet of TQM: History and Current Status

Lahidji

Tucker

2016

QIP Journal

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Purpose: The great promise of continual quality improvement advocated by early quality gurus like Deming and Juran has not been fully realized. This paper explores the reasons for the limited success of implementation and institutionalization of continuous quality improvement.Approach: About 100 quality professionals from diverse organizations answered questions related to this study. Additionally, the authors executed a wide-ranging literature search including the use of Google Scholar. Findings:Nearly all quality professionals queried in this study agree that compliance to an external quality standard such as ISO is mandatory for their organizations. However, there is disagreement as to whether or not compliance with the continuous improvement proviso in most quality standards is actually implemented and functioning. Research limitations/implications:The sample size is small and there is a need for a larger universe of quality professionals, registration/standards organizations, and academic researchers. Practical implications:Many organizations from a broad array of economic sectors both public and private must comply with external quality standards. Most external quality standards contain a requirement for evidence of continuous improvement. However, the potential for improvement associated with compliance is frequently not realized.Originality/value: Continuous quality improvement is central to many quality standards including ISO 9001. Unfortunately, many ISO compliant organizations are unable to operationalize and sustain the process of continual improvement. This paper provides a novel examination of this problem and suggests ways that organizations can leverage the potential for improvement via their existing quality systems.

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Implementing ISO 9000: performance improvement by first or second movers

Cited by 73 publications

References 75 publications

The relationship between quality management practices and their effects on quality outcomes

The relationship between quality management practices and their effects on quality outcomes

Shedding light on causation between ISO 9001 and improved business performance

Continuous Quality Improvement as a Central Tenet of TQM: History and Current Status

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