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The purpose of this paper is to initiate researches in the direction of integrating knowledge management (KM) principles with ISO 9001:2008 Supported Quality System and motivate the practitioners to implement such integrated system in real-time practice.

The principles of KM were integrated with the five major clauses of ISO 9001:2000 standard. After designing this integrated system, it was subjected to peripheral implementation study in a government-managed company situated in India. The knowledge portal required for maintaining this integrated system was also developed.

ISO 9001:2008 and ISO 9001:2000 standards rest on the same process-based quality system model which is comprised of five major clauses. Hence, the integrated system proposed in this paper can be utilized by the contemporary organizations to infuse KM principles in ISO 9001:2008 based quality system.

Though the integrated system designed in this research could not be implemented in a full-fledged manner, the experiences gained have been useful to indicate the future direction of research and practice for integrating KM principles with ISO 9001:2008 Supported Quality System.

A roadmap has been evolved to guide the practitioners to implement Knowledge Managed ISO 9001:2008 Supported Quality System.

No researcher or practitioner has so far contributed a model integrating the process-based quality system incorporated in ISO 9001:2000 and ISO 9001:2008 standards with KM principles. As this gap is filled in this paper, the contributions of this paper are valuable to both researchers and practitioners.

The purpose of this paper is to review and classify the main findings of the studies undertaken on ISO 9001:2000 certified companies and to present future research proposals.

A comprehensive literature review is carried out focusing on research papers published in academic literature. Both, the most recently published papers as well as those concerned only with the 2000 version of the ISO 9001 standard are chosen. The findings from the research papers are classified according to the issues examined.

The many studies undertaken regarding the ISO 9001:2000 implementation show that although there are signs that the initial results are not so positive, the general conclusion is that the standard has positive impact on the company's operational as well as business performance and on the company's effort to move towards total quality management. However, many research proposals have been expressed in order to fully determine the long‐term results as well as to specify a valid model containing the fundamental quality management practices which can effectively drive a company to business excellence.

Having in mind that the ISO 9001:2000 is getting to its end and a new revised standard is being given birth (ISO 9001:2008); the paper reveals that the research agenda is still full of topics that have to be considered in order to fully understand the standard's implications. Hence, given the findings from the researches carried out until now and the modifications made to the requirements of the new standard, this paper gives directions for effective transition to the revised standard as well as for future research studies.

Reviewing the literature, it is observed that many research papers regarding the ISO 9001:2000 standard have already been published. This paper classifies the research findings and points out future research proposals in order to fully explore the quality management discipline.

The purpose of this paper is to study the implementation of ISO 9001:2000 in the public sector, using data obtained from a small‐scale and service‐oriented economy – i.e. Macao SAR, the People's Republic of China.

Based on a literature review on ISO 9001 development, a measurement instrument was established using the management principles of ISO 9001:2000 and hypotheses were developed to test the applicability and effectiveness of ISO 9001:2000. The instrument and hypotheses were tested using responses from managers and executives in public organizations.

The results show that ISO 9001:2000 is useful in enhancing organizational performance in public organizations.

Mangers in public organizations must realize that simply adopting and maintaining the ISO 9001:2000 certificate is not enough. More resources and commitment are needed to achieve better organizational performance.

The paper contributes to the literature by developing a measurement instrument using the quality management principles of ISO 9001:2000 and offering new empirical evidence on the applicability and effectiveness of ISO 9001:2000 in the public sector.

The purpose of this paper is to examine management attitudes/perceptions of Egyptian manufacturing organizations toward the implementation of ISO 9001:2000. The implementation of ISO 9001:2000 depends on how the standard is perceived by Egyptian companies themselves.

The present study is exploratory in nature and seeks to collect data about management attitudes/perceptions towards ISO 9001:2000 through a structured mail survey. Mail questionnaires were sent to 200 manufacturing companies throughout Egypt, yielding a response rate of 35 percent.

Survey results indicated that Egyptian manufacturing organizations are aware of ISO 9001:2000 and it is considered to be relevant to their organizations. The main motivators for seeking ISO certification were to improve the efficiency of the quality system and to achieve customer satisfaction. The vital benefits perceived from implementing the certificate were improved documentation and improvement in the efficiency of the quality system. However, the participants perceived top management commitment and the lack of qualified personnel to be major barriers for the effective implementation of ISO 9001:2000.

The research adds knowledge in the field of quality management within the context of developing countries and gives a particular focus on Egypt and the manufacturing sector, as it is one of the few papers available within the field of quality management in Egypt.

To analyze the changes in the perceived benefits of ISO 9000 with the passage of time.

An empirical survey of 399 companies conducted in 2002 in Catalonia (region of Spain).

ISO 9001: 2000 registered organizations report benefits to a lesser extent than their ISO 9001/2/3: 1994 registered counterparts across all studied benefit categories. Considering that the new standard is supposed to be a much improved version of the old one, these findings are then contrasted with the results of an almost identical survey performed in 1998. The discussion demonstrates that the perceived benefits of the ISO 9001/2/3: 1994 implementation have also decreased over time.

These findings may indicate that ISO 9000 will eventually fade away due to the lack of short‐term reasons to implement yet another version in the future, unless substantial long‐term benefits are proven. In July 2002, when this survey was conducted, the number of ISO 9001: 2000 registered companies was still small, constraining more in‐depth research in this field.

This is one of the first papers trying to analyze the benefits and the implications of ISO 9001: 2000. On the other hand, it is probably the first paper that evaluates the evolution of such benefits over time.

The purpose of this study is to investigate the critical factors for the effective implementation of the ISO 9001 standard in small and medium enterprises (SMEs) operating in the services sector.

An empirical study is conducted with a sample of 93 ISO 9001:2000‐certified Greek service companies. Data are obtained by a questionnaire survey of the managers responsible for quality in each of the sample firms. Individual critical factors for ISO 9001:2000 implementation are assessed for importance by simple descriptive statistics. Exploratory factor analysis is then applied to refine these individual critical factors into five latent constructs.

All of the individual critical factors examined in the study are assessed as being of some importance with regard to their contribution to ISO 9001 effectiveness. The five latent constructs of the underlying structure of these critical factors are (in descending order of importance): “internal motivation of company”; “attributes of company”; “employee attributes”; “requirements of the quality system”; and “attributes of the external environment”.

The study is limited by the small size of the whole sample and sub‐samples of SMEs. Future research could utilise a broader sample of private SME service companies.

This study provides practical guidance for SME service companies that wish to implement the ISO 9001:2008 standard effectively.

Several authors have noted that more research is required into the critical factors for effective implementation of the ISO 9001 standard, especially in SMEs. In addition to assessing the importance of various critical factors, the present study defines their underlying structure in terms of latent constructs, thus identifying the broad critical areas that require attention for effective implementation of the quality standard.

The purpose of this paper is to investigate hidden/less tangible dimensions of ISO 9001:2000 standard for better understanding where there are potentials for designing and implementing highly mature quality management systems (QMSs).

Based on advanced quality tools, 80‐20 rule and inventive problem‐solving algorithms, a novel methodology is developed and applied for quantifying the value weight of ISO 9001:2000 requirements in the equation of business competitiveness, for identifying critical issues, conflicts and barriers within projects dealing with quality management system (QMS) design and implementation, as well as for defining in a systematic way innovative solutions to the challenges arising from these analyses.

A quantitative assessment of the conformity that business processes have relative to ISO 9001:2000 requirements is possible even in the early stage of designing the QMS. A large number of conflicts and barriers could affect the performance of a QMS. Mature QMSs should consider innovative vectors of intervention from the early phases of their planning and designing processes.

The set of criteria and their ranks that were used to determine the value weights of the requirements within ISO 9001:2000 have been established only with a focus group of stakeholders; an extensive survey might reveal slight differences of results.

ISO 9001:2000 provides only a generic framework for bringing quality to life. Both careful performance planning and process innovation are required to elaborate a mature QMS.

The paper reveals a novel tool for quantifying the gap between a given quality management system and ISO 9001:2000 requirements. A comprehensive set of innovative solutions for approaching the design and implementation of a QMS in a competitive way are also provided.

This study seeks to explore the interrelationships between knowledge management and ISO 9001:2000, and details knowledge management and ISO 9001:2000 practices for organizations, according to the prevailing ISO 9001:2000 guidelines and processes.

This study proposes an intact process model that integrates ISO 9001:2000 processes in order to exploit critical knowledge within an organization. A Delphi approach is designed and used to identify activities within this process model, which will facilitate knowledge flow practices. In addition, a knowledge management conceptual framework which integrated ISO 9000 processes, quality information system and infrastructure is proposed. Empirical research, involving a case study with thematic analysis, is presented to discuss the proposed framework.

This paper identifies the most important activities within ISO 9001:2000 processes which can facilitate knowledge flow. Meanwhile, a comprehensive ISO 9000 process‐based knowledge management system architecture which is derived from the in‐depth interview and the qualitative analyses will be proposed.

This study is limited in its research methodology. This case study is considered as only one empirical illustration of many other possible implementation processes. It is not assumed that this company is a paradigm or that its specific situation is applicable to all other business enterprises.

This architecture offers an initial model for an organization that wants to facilitate knowledge flows according to the prevailing ISO 9001:2000 guidelines and processes, and further proceed with its knowledge management system implementation to encourage the management of corporate knowledge and effectively enhance the firm's competitiveness.

Management system standards (MSSs) have spread in an unprecedented manner in the last few years. Thus, there are now many companies that rely on more than one such standard to establish the criteria for organizational management systems (MSs). The objective of this article is to analyze the existence of possible synergies in the application of a wide range of MSSs through an examination of the benefits obtained from the implementation of one particular MSS, namely ISO 9001.

The starting point is a set of results from an empirical survey of more than 500 Spanish companies. Specifically, the differences between the benefits recognized by companies implementing a single MSS, namely ISO 9001:2000 for quality MSs, and those that implemented a second standard, in this case ISO 14001:2004 for environmental MSs, are discussed. An additional comparison is made between those organizations that have integrated the two MSSs into a single MS and those organizations that have developed separate quality and environmental MSs.

The results show that organizations with multiple MSSs actually perceive more benefits from the implementation of ISO 9001 than those that implemented that standard only. Furthermore, organizations with integrated management systems (IMSs) also report higher levels of ISO 9001 benefits compared to those organizations with the ISO 9001 certificate only, but generally not when compared to their counterparts with separate standardized MSs.

Relatively little is known about the synergies yielded by the use of multiple MSSs or by integrating standardized MSs in organizations. Using the benefits obtained from the implementation of ISO 9001 as a measure, this paper contributes empirical results from a large number of organizations to the study of both of these issues. Therefore, it is of value to researchers and practitioners in quality, environmental, safety, security and other such MSs, but also specifically in the area of IMSs.

The aim of the study is to investigate and to understand the practice of implementing and operating the QMS in an organisational context, providing an analysis of the way ISO 9001:2000 was implemented and operated and focusing on identifying factors which have negatively or positively influenced the effects of the quality management system (QMS).

Three case studies of small organisations were examined. The methodological approach was based on Porras and Robertson's model. The data collection methods included interviews, a questionnaire survey of all employees and document studies.

ISO 9001:2000 was implemented and operated with minimum effort and little change was experienced. QMS was not perceived as a tool for managing processes, but as a tool for handling documentation. Consequently, this was reflected in the benefits achieved. Despite the external benefits which followed from obtaining the certificates, only minor internal benefits were found. Internal motivation, engaged and trained employees, a competent quality manager, committed CEO and development‐oriented auditors were identified as critical, influencing the effects from ISO 9000. In general, in the way ISO 9001:2000 was implemented and operated many opportunities for improvement were lost.

The choice of small organisations for the case studies has important implications for the results. Small organisations often lack resources, which limits the initiatives that they can take.

The QMS and its effects are not determined by the ISO 9001 requirements, but by the organisational context and the way the system is implemented and operated.

The paper provides an explanation why organisations achieve very different results from ISO 9001 implementation. It also shows that certification bodies may have an important role for the effectiveness of the QMS.