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The implementation and performance outcomes of ISO 9000 in service organizations: An empirical taxonomy

Peter K.C. Lee (Hong Kong Polytechnic University, Hong Kong SAR, People's Republic of China)
W.M. To (Macao Polytechnic Institute, Macao SAR, People's Republic of China)
Billy T.W. Yu (Macao Polytechnic Institute, Macao SAR, People's Republic of China)

International Journal of Quality & Reliability Management

ISSN: 0265-671X

Article publication date: 31 July 2009

3378

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.

Keywords

Citation

Lee, P.K.C., To, W.M. and Yu, B.T.W. (2009), "The implementation and performance outcomes of ISO 9000 in service organizations: An empirical taxonomy", International Journal of Quality & Reliability Management, Vol. 26 No. 7, pp. 646-662. https://doi.org/10.1108/02656710910975732

Publisher

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Emerald Group Publishing Limited

Copyright © 2009, Emerald Group Publishing Limited

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