Quality Management and Job Quality: How the ISO 9001 Standard for Quality Management Systems Affects Employees and Employers

Levine, David I.; Toffel, Michael W.

doi:10.1287/mnsc.1100.1159

Cited by 222 publications

(172 citation statements)

References 55 publications

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“…Researchers have investigated the effects of adopting programs such as total quality management or International Organization for Standardization (ISO) certification on productivity and other aspects of firm performance (Levine andToffel 2010, Gray et al 2015). When participants self-select into different programs, versus when they are assigned randomly, standard regression models do not adequately estimate the effect of the program.…”

Section: Selection Biasmentioning

confidence: 99%

“…Corbett et al (2005) use the event study method to investigate the impact of ISO 9000 certification on financial performance. Levine and Toffel (2010) use a matching model to examine how the adoption of ISO 9001 quality management standards affects employee outcomes such as employee earnings, turnover, and safety. Thirumalai and Sinha (2011) examine what happens to firms when quality drops and applies it to the context of product recalls of medical devices.…”

Section: Quality Management (Onlinementioning

confidence: 99%

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OM Forum—Causal Inference Models in Operations Management

Lim

Reza

et al. 2017

M&SOM

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Abstract. Operations management (OM) researchers have traditionally focused on developing normative mathematical models that prescribe what managers and firms should do. Recently, there has been increased interest in understanding what managers and firms actually do and the factors that drive these decisions. To advance this understanding, empirical investigation using causal inference models is critical. However, in many contexts, the ability to obtain causal inferences is fraught with the challenges of endogeneity and selection bias. This paper describes five empirical tools that have been widely used in economics to address these challenges and how they can be adopted by OM researchers. We also present an example that illustrates how the various attributes of big data-variety, velocity, and volume-can be useful in addressing the endogeneity bias.

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Section: Selection Biasmentioning

confidence: 99%

Section: Quality Management (Onlinementioning

confidence: 99%

OM Forum—Causal Inference Models in Operations Management

Lim

Reza

et al. 2017

M&SOM

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“…Examples of standardized processes that have driven quality and productivity improvements include Toyota's approach to standardizing work and then enhancing it through continuous improvement (Shah et al 2008;Staats, Brunner and Upton 2011), and the ISO 9000 system, which creates standard processes that can be adhered to and then improved over time (Corbett, Montes-Sancho and Kirsch 2005;Levine and Toffel 2010). Many other industries have seen operational performance improve as a result of standardized processes, such as software (Harter, Krishnan and Slaughter 2000), long-haul trucking (Baker and Hubbard 2004), and retail (DeHoratius and Raman 2008).…”

Section: Introductionmentioning

confidence: 99%

Motivating Process Compliance Through Individual Electronic Monitoring: An Empirical Examination of Hand Hygiene in Healthcare

et al. 2017

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The design and use of standard processes are foundational recommendations in many operations practices. Yet, given the demonstrated performance benefits of standardized processes, it is surprising that they are often not followed consistently. One way to ensure greater compliance is by electronically monitoring the activities of individuals, although such aggressive monitoring poses the risk of inducing backlash. In the setting of hand hygiene in healthcare, a context where compliance with standard processes is frequently less than 50% and where this lack of compliance can result in negative consequences, we investigated the effectiveness of electronic monitoring. We did so using a unique, radio frequency identification (RFID)-based system deployed in 71 hospital units. We found that electronically monitoring individual compliance resulted in a large, positive increase in compliance. We also found that there was substantial variability in the effect across units and that units with higher levels of preactivation compliance experienced increased benefits from monitoring relative to units with lower levels of prepreactivation compliance. By observing compliance rates over three and a half years, we investigated the persistent effects of individual monitoring and found that compliance rates initially increased before they gradually declined. Additionally, in multiple units, individual monitoring was discontinued, allowing for an investigation of the impact of removing the intervention on compliance. Surprisingly, we found that, after removal, compliance rates declined to below prepreactivation levels. Our findings suggest that, although individual electronic monitoring can dramatically improve process compliance, it requires sustained managerial commitment. AcknowledgmentsWe are grateful to many individuals at Proventix, including David Sellers, Harvey Nix, and Elizabeth Pembleton, whose assistance made this project possible. We thank Christian Terwiesch for his helpful comments as we developed the manuscript. We acknowledge the developmental assistance of the DE, AE, and reviewers in improving this paper throughout the review process. Research reported in this publication was supported by the National Institute on Aging of the National Institutes of Health under Award Number P30AG034532. The content is solely the responsibility of the authors and does not necessarily represent the official views of the National Institutes of Health. Any errors are the responsibility of the authors. COMPLIANCE AND MONITORING 1 AbstractThe design and use of standard processes are foundational recommendations in many operations practices. Yet, given the demonstrated performance benefits of standardized processes, it is surprising that they are often not followed consistently. One way to ensure greater compliance is by electronically monitoring the activities of individuals, although such aggressive monitoring poses the risk of inducing backlash. In the setting of hand hygiene in healthcare -a context where compliance with st...

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“…A signal will be credible if firms with inferior management capabilities find the costs of sending the signal to exceed the benefits, whereas firms with superior management capabilities find the benefits to exceed the costs. Several studies have examined how self-regulatory programs that require third-party certification can credibly signal superior capabilities to manage quality, health and safety, or environmental issues (Anderson, Daly, and Johnson, 1999;King, Lenox, and Terlaak, 2005;Levine and Toffel, 2010;Potoski and Prakash, 2005). These papers theorize that firms with inferior management capabilities will forgo participation because the costs of implementing the policies and procedures required to pass the certification audit exceed the anticipated benefits.…”

Section: Theory and Hypothesesmentioning

confidence: 99%