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This article aims to analyse the process of introducing the ISO 9000 quality standard with the help of an external consultancy company. The main objectives are to investigate: whether there were any basic differences in the way that companies behaved when implementing a quality system based on ISO 9000; and how the quality of the consultant can be measured.

The methodology involved an empirical study of a sample of companies that obtained their ISO 9000 certifications in the years 1997, 1998, and 1999. All of these companies were based in Catalonia (Spain). The results were subjected to various statistical treatments to determine the segmentation of the market. Subsequent factor analysis determined the main factors that configured the quality of the consultancy services provided.

Three types of company behaviour when faced with the task of obtaining certification are identified. The companies that obtain the greatest benefits from the project are those that regard certification as just one more step towards total quality management. In contrast, companies that are sceptical about ISO 9000 are more likely to have negative perceptions of the consultant's work. The analysis also assesses the quality of the service provided by consultants. Finally, the paper finds that the quality of the service can be appreciated in terms of three factors. The factor that is best regarded by companies is referred to here as “human quality”, whereas the least regarded is “scheduling”.

The paper contributes a series of recommendations for consultants and companies looking to contract the services of specialised consultants in ISO 9000.

The article provides a tool to measure the service quality to the consultancy firms in order to improve its performance. On the other hand, it has been found that two out of the three dimensions related with this service were not found in the academic literature.

In an economic environment characterized in recent years by globalization and the integration of economic processes, standardization in management systems has had a high growth. In this context, there has been a remarkable increase in certain standards, or norms, issued by international organizations. Among these standards, two main groups stand out, both issued by the International Organization for Standardization (ISO): one for quality management systems – the family of ISO 9000 standards – and the other for environmental management systems – the ISO 14000 standards. This paper aims to analyze the world wide diffusion process of these two standards, using data provided by the ISO itself.

The methodology proposed is developed in four separate phases. The first two analyze the diffusion model over time with a model based on the logistic curve proposed by Franceschini et al. The next two phases analyze whether the diffusion process has proceeded in a relatively homogeneous way in the different sectors of activity. In order to do that, the use of indices of concentration and instability has been carried out.

The conclusion is that the diffusion of both standards is very similar – in general and in terms of the different sectors. This result coincides with certain hypotheses formulated in the theoretical literature.

This is the first paper where it can be demonstrated that, world‐wide, both the ISO 14000 and the ISO 9000 standards have followed very similar patterns of diffusion in their expansion.