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Successful ISO 9000 implementation in Taiwan: How can we achieve it, and what does it mean?

Article Information:

Title:

Successful ISO 9000 implementation in Taiwan: How can we achieve it, and what does it mean?

Author(s):

Ching-I Lin, Woan-Yuh Jang

Journal:

International Journal of Productivity and Performance Management

Year:

2008

Volume:

57

Issue:

8

Page:

600 - 622


ISSN:

1741-0401


DOI:

10.1108/17410400810916044

Publisher:

Emerald Group Publishing Limited


Acknowledgements:

Data analyzed in this paper were collected by the research project “An Empirical Study on Motivation for Experience with ISO 9000 and ISO 14000 Certification in Taiwan” sponsored by the National Science Council (NSC 90-2416-H006-019-SSS). This research project was carried out by the National Cheng Kung University Department of Statistics and directed by Dr Jeh-Nan Pan. The Center for Survey Research of Academia Sinica is responsible for the data distribution. The authors appreciate assistance in providing data from the institutes and individuals aforementioned. The views expressed herein are the authors' own.

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Abstract:

Purpose – This study aims to examine empirically how business in Taiwan has successfully implemented and benefited from ISO 9000.

Design/methodology/approach – Of 1,668 survey questionnaires mailed to companies with ISO 9000 certification, a total of 441 usable responses were used in the survey. Using the structural equation model, this study is grounded in a theoretical framework that links five key variables: top management support, quality planning, employee involvement, continuous improvement and firm performance.

Findings – The empirical results indicate that there is a positive relation between ISO 9000 and business performance. Keys to success include four constructs, namely top management support, quality planning, employee involvement and continuous improvement. These constructs are a series of chain, rather than parallel components.

Originality/value – This study constructs a conceptual framework that links the following key variables: top management support, quality planning, employee involvement, continuous improvement and firm performance. This study not only assesses the impact of these practices on firm performance, but also clarifies the process through which ISO 9000 implementation effects performance. Moreover, it provides an empirical framework for testing the well-known PDCA cycle. The results should provide valuable information for dealing with similar managerial issues.

Keywords:

Continuous improvement, Employee involvement, ISO 9000 series, Quality management, Senior management, Taiwan


Article Type:

Research paper


Article URL:

http://www.emeraldinsight.com/10.1108/17410400810916044

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