The implementation and performance outcomes of ISO 9000 in service organizations

Abstract

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.

Los efectos de las prácticas de gestión de la calidad en los resultados clave: muestra de cuestionarios para el sector del alojamiento turístico en España

“…Tarí-Guilló and Pereira-Moliner (2012, p. 54) collect the different approaches into which the results conducted until that moment could be grouped; "(1) a first approach states that certified companies get better results than the non-certified ones in aspects such as rework, efficiency, customers and employees satisfaction, service quality and market share (LEE; TO;YU, 2009;MAK, 2011), although the effects on the financial result are not yet clear; (2) the second approach indicates that certified companies get better financial results than the non-certified ones, since they improve their internal processes (MOKHTAR; MUDA, 2012); (3) the third and more negative approach states that the certification does not influence business results (MARTÍNEZ-COSTA;LO;YEUNG;CHENG, 2011)".…”

“…In this respect, the TQM allows companies to increase their market share, the customers' and employees' satisfaction, as well as the service efficiency and quality by improving their internal processes (CAMISÓN; CRUZ; GONZÁLEZ, 2007;SILA, 2007;LEE;TO;YU, 2009;MAK, 2011). A longer list of benefits resulting from the implementation and certification of ISO 9000 standards can be checked in Camisón, Cruz and González, 2007. In the literature review about Quality Management, we could identify two clearly defined lines in regard to the management system: 1) Studies which purpose is to elaborate an instrument to measure quality.…”

“…The Effects of Quality Management Practices on key results: questionnaires sample for the industry of tourist accommodation in Spain allow companies to be competitive in current markets, by providing then with a focus on continuous improvement of each of the business aspects; to improve the activities, which we call internal quality (LEE; TO;YU, 2009;MAK, 2011) and the performance of the companies (external quality) or business performance (POWELL, 1995;KAYNAK, 2003;ROCA PUIG et al, 2005).…”

Identification of the key factors for success in the hotel sector

“…Quality management system Birdir & Pearson, 1998;Nield & Kozak, 1999;AECA, 2002;Nicolau & Sellers, 2003;Chow, Goh & Wan, 2003;Aragón & Rubio, 2005;Casadesús & Karapetrovic, 2005;Gandara, Fraiz & Alén, 2007;Lee, To & Yu, 2009;Martínez, Choi, Martínez & Martínez, 2009;Nicolau & Sellers, 2010;Crick & Spencer, 2011;Lo, Yeung & Cheng, 2011;Pereira et al, 2011;Rubio, Alonso & Rodríguez, 2011;Tari & Pereira, 2012;Alonso, Rodríguez & Rubio, 2012;Ladhari, 2012;Mokhtar & Muda, 2012 Environmental management system Häversjö, 2000;Heras, Dick & Casadesús, 2002;Martorell & Mulet, 2009;Claver, Pereira, Molina & Tarí, 2010;Pereira et al, 2011;NH Hoteles, 2012;Segarra, Peiró, Verma & Miret, 2012;Molina-Azorín et al, 2015;Abdel-Maksoud Kamel & Elbanna, 2016. Corporate social responsibility Friedman, 1970;McWilliams & Siegel, 1997;Libro Verde RSC-UE, 2001;Jensen, 2002;Small & Graff Zivin, 2002;Callado & Utero, 2005;Barnett & Salomon, 2006;Toro, 2006;García & Yaiza, 2007;Moneva, Rivera & Muñoz, 2007;…”

Evaluation of Quality Management in Sports Club in Dubai

“…It is a method for overseeing exercises to to gain productivity, adequacy and intensity, guaranteeing long haul probability for the association to subsist, addressing the necessities of its clients, representatives, investors and society as a rule (Zargar et al 2011). Numerous researcher believe that Total Quality Management advances competitiveness by building up a constant change in the distinctive territories that make up the organization; both what we call internal quality, activities change (Mak 2011;Lee et al, 2009;Sila, 2007), and external quality or execution of firms (Powell, 1995;Kaynak, 2003).…”