The Financial Impact of ISO 9000 Certification in the United States: An Empirical Analysis

Corbett, Charles J.; Montes-Sancho, María J.; Kirsch, David A.

doi:10.1287/mnsc.1040.0358

Cited by 505 publications

(557 citation statements)

References 37 publications

Supporting

Mentioning

497

Contrasting

Unclassified

Order By: Relevance

“…The first group focuses on examining the impact of quality standards on firm outcomes. 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.…”

Section: Quality Management (Onlinementioning

confidence: 99%

OM Forum—Causal Inference Models in Operations Management

Lim

Reza

et al. 2017

M&SOM

View full text Add to dashboard Cite

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.

show abstract

Section: Quality Management (Onlinementioning

confidence: 99%

OM Forum—Causal Inference Models in Operations Management

Lim

Reza

et al. 2017

M&SOM

View full text Add to dashboard Cite

show abstract

“…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

View full text Add to dashboard Cite

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...

show abstract

“…Additional research supports the view that ISO 9001 implementation and subsequent certification improves overall performance (Corbett at al., 2005) and ISO 9001 QMS successful implementation is most significant when the motivations are internal rather than external and when the standard is interpreted and used as a companywide management improvement approach (Fonseca, 2015a). Yin and Schmeidler (2009) concluded that standardized management systems may be implemented in very different ways depending on organizations, which might explain some heterogeneous performance organizations that apply them.…”

Section: Literature Reviewmentioning

confidence: 60%