Conventional wisdom suggests that quality is an important component to an organization’s survival. Quality has proven to be a critical success factor in sustaining a competitive advantage and maintaining a level of growth in today’s global market. Organizations have used International Organization for Standardization (ISO) standard certification to support quality initiatives in their organizations. ISO 9001 has become a quality management norm for many organizations around the world. The current quality standard an organization can certify to is ISO 9001:2015. This standard was released in September 2015, and organizations that were certified to the previous standard ISO 9001:2008, had a transition period through September 2018 to be certified to the new standard. ISO 9001 is the most popular and sought-for certification. Based on survey data from ISO, 1,058,504 ISO 9001 standard certificates were issued worldwide in 2017.
Past studies have indicated that implementation of previous versions of ISO 9001 (i.e., ISO 9001:2000, ISO 9001:2008) have had clear benefits to the organization. Examples include, improvements to operational functions in the organization, closer relationships with customers and suppliers, positive impact to a firm’s competitive advantage, operational performance and customer results. Similarly, there have been studies that have leveled criticism against earlier versions, suggesting the implementation program of ISO is not connected directly enough to product quality, nor is the amount of documentation required to support the certification justified. Some critics argue that there is no relationship between the implementation of ISO and organizational performance, and some have demonstrated negative relationships.
The new ISO 9001:2015 has major revisions compared to prior versions. With the introduction of the ISO 9001:2015 standard, emphasis has been placed more on a process approach and less on documentation, when comparing with the prior versions of the ISO 9001 standards. The new standard has introduced High-Level Structure that helps organizations integrate multiple standards. In addition, focus on context of the organization, risk-based thinking, interested parties (including external providers), leadership, and external provider management has been introduced. Even before the official released of the new standard, International Automotive Task Force (IATF), a group of automotive manufacturers from all around the world, voiced their concern regarding some of the changes to the new standard, like the standard being generic, and reduction of requirements. Review of literature to date had indicated that the new ISO 9001:2015 certification, and its new and reinforcing approaches, had not been empirically tested in an organizational context and that the concerns raised thus far have neither been refuted nor accepted.
The primary research goal of this study was to empirically test a model of the different aspects of the ISO 9001:2015 standard implementation with a focus on context of the organization, risk-based thinking, interested parties inclusive of external providers, leadership, impact of High-Level Structure and reduced documentation to an organization’s operational performance. The study also measured the influence of new standard adoption on the organization when compared with other organizations in the industry, and to other best-in-class organizations. The operational performance of an organization, was evaluated as “Cost effectiveness,” “Product innovation,” “On time delivery,” “Product performance,” “Product quality and reliability,” and “Organization’s responsiveness.” A cross-sectional survey research design was used to answer the following questions (1) What is the impact of an organization’s effectiveness in ISO 9001:2015 standard implementation on that organization’s operational performance? (2) What is the influence of ISO 9001:2015 standard adoption on an organization’s operational performance when comparing with other organizations in their industry and to other best-in-class organizations?
An online survey was conducted of individuals who were working in ISO 9001 certified organizations or planning to become ISO 9001:2015 certified. Results from 365 completely filled-out survey responses of ISO 9001:2015 certified organizations was used for data analysis in this study. The respondents of the survey reported their perceptions about ISO 9001:2015 implementation in their respective organizations, and about the impact implementation had on operational performance. Six hypotheses were assessed in order to answer the questions in of this study. Based on the data analysis, six factors: External Providers Process Management (EPM), Leadership (LED), Traditional ISO Elements (TIE), Organizational Context (OCX), High-Level Structure (HLS), and Documentation Risk (DOR) were extracted and were assessed against the two dependent variables: Operational Performance compared to other organizations in industry (OOP1), and Operational Performance compared to other best-in-class organizations (OOP2). (Abstract shortened by ProQuest.)
|Advisor:||Misterek, Susan A.|
|Commitee:||Baliga, Ben, Hagen, Marcia S.|
|School:||Metropolitan State University|
|School Location:||United States -- Minnesota|
|Source:||DAI-A 80/08(E), Dissertation Abstracts International|
|Keywords:||External providers, ISO 9001:2015, Leadership, Operational performance, Organizational context, Risk-based thinking|
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