Abstract
Since their first certificates issued in 1989, ISO standards have grown considerably with, for example, more than 1,106,356 certificates delivered in 2016 to ISO 9001 granted in the world [1]. Even though these standards have contributed significantly to the formalization of the company's knowledge, little is known about the consequences of implementing this framework in terms of organizational changes and learning dynamics. To better understand this phenomenon, we opted for a qualitative approach based on a single case study. Our approach attempts to consider several levels of analysis: organizational, strategic, cognitive and societal. Hence, we have used a model that superimposes these four levels to analyze the organizational changes that are induced by the implementation of the ISO 9001 management system, and their consequences on the modes of learning within a French SME.
Highlights
The last three decades will undoubtedly still marked by the advent of quality as an advantage to conquer
It was difficult to define the starting configuration of the organization in a specific quadrant: cognitive structures resulting from an adhocracy, organizational structures corresponding to the mechanistic bureaucracy model, societal structures resulting from the model of open community regarding the external employment, organizational structures resembling to March model [28], with a recovery focused on creating shareholder value
The International Organization for Standardization (ISO) standard has attempted to introduce in this business some practices of participatory management, its implementation has generated a strengthening of control devices at the warehouses
Summary
The last three decades will undoubtedly still marked by the advent of quality as an advantage to conquer. The phenomenon of global dissemination of this standard has been cited in a large number of research works Despite their abundance, a lot of researches have focused on questions related to quality tools and methods but few studies have focused on understanding the changes induced by this standard. We support the idea that learning and organizational change are the only sustainable sources of a competitive advantage It is precisely these analysis dimensions namely the organizational changes and learning mechanisms due to implementing of the ISO 9001 standard in SMEs context that we wish to deepen.This will lead us to state our research problem: To what extent can ISO 9001 certification transform an organization? Questioning the changes resulting from the ISO 9001 certification within companies leads to consider the conceptual framework of both the approach based on configurations and that of organizational learning. State the objectives of the work and provide an adequate background, avoiding a detailed literature survey or a summary of the results
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