This work sets out to explore the effects of ISO 9001 on productive efficiency of firms.
A sample of 1,572 firms from three Greek manufacturing industries is used for empirical work. The firms are from the food and beverages industries, the machineries industries as well as from the electrical and electronics appliances manufacturing industries and include both adopters and non‐adopters of ISO 9001. A stochastic frontier methodological approach is adopted and the effects of ISO 9001 can be modeled in four ways: as a managerial input alongside the conventional inputs of capital and labor, as a factor affecting technical inefficiency, as an input and a factor affecting technical inefficiency and as having no effect at all.
ISO 9001 operates as a factor affecting technical inefficiency with non‐neutral effects on capital and labor. The combined effect of ISO 9001 with capital increases the level of technical inefficiency reflecting adjustment costs incurred when ISO 9001 is adopted. The combined effect of ISO 9001 with labor decreases the level of technical inefficiency reflecting the positive result of ISO 9001 on reducing x‐inefficiency.
The analysis isolates the effects of ISO 9001 on capital and labor but specific case studies are necessary in order to reveal managerial best practices that confront negative and support positive effects of ISO 9001 adoption within firms.
The paper illustrates that ISO 9001 is a managerial factor reducing productive inefficiency.
The ISO 9000 scheme has been reproved for being a paper driven process with little if no impact on firm performance. As international scientific literature indicates a…
The ISO 9000 scheme has been reproved for being a paper driven process with little if no impact on firm performance. As international scientific literature indicates a wide range of factors leading to the adoption of the ISO 9000 schemes, the impact of this adoption should be viewed and examined in a framework of the firms’ strategic orientation. A sample of Greek businesses that adopted the ISO 9000 scheme in the early 1990s is classified into three categories of strategic orientation, namely cost leadership, market differentiation and focus strategy. If all the firms are pooled together, there is no significant difference in their financial performance indicators after a period of six years following the adoption of ISO 9000. However, if the firms are examined separately and according to their strategic orientation, those firms pursuing a cost leadership strategy present statistically significant growth of financial profitability indicators, while those firms pursuing a market differentiation strategy present statistically significant growth of their turnover and market share. Thus, strategic orientation is a moderating factor influencing the relationship between registration to a quality scheme such as the ISO 9000 scheme, and the firm's financial performance.