The implementation and performance outcomes of ISO 9000 in service organizations

TLDR

This study explores how ISO 9000:2000 is implemented in service organizations and examines the associated performance outcomes and contextual factors. The authors developed a questionnaire grounded in ISO 9000:2000 principles and tested three propositions using responses from managers of 45 service organizations. Cluster analysis revealed two distinct ISO 9000:2000 implementation patterns, with organizations following different patterns exhibiting divergent performance outcomes, suggesting that top‑management commitment is essential for competitive advantage.

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.