The implementation and performance outcomes of ISO 9000 in service organizations

Abstract

PurposeThe 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/approachBased 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.FindingsCluster 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/implicationsManagers 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/valueThe 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.