ISO 9000: integration rationales and organizational impacts

Abstract

Purpose

The purpose of this paper is to present the results of an empirical study of the impact of motivational factors underlying ISO 9000 certification on several aspects of organizational performance.

Design/methodology/approach

An extension of a typology based on motivational factors is proposed and four integration rationales (quality enthusiasts, ISO integrators, ritual integrators, and dissidents) are exposed. The paper then evaluates how each of these four rationales related to potential organizational problems and benefits. Various statistical analyses were conducted on data obtained from a sample of 872 certified Canadian firms. A factor analysis was completed to develop an instrument allowing to develop a typology distinguishing between the four integration rationales.

Findings

The results demonstrate that the nature and intensity of motivations behind a decision to adopt the ISO 9000 standard play a key role in the success of the implementation process and the emergence of organizational problems arising from certification.

Research limitations/implications

The main contribution of the study was to develop a typology of certified organizations based on a theoretical framework explaining some paradoxes and pervasive effects of ISO 9000 adoption.

Practical implications

The typology helps characterize certified firms and anticipate potential consequences ancillary to the certification process; it can assist firms in evaluating whether they should go forward with the certification process.

Originality/value

Contrary to many studies focusing on traditional performance criteria only, this study sheds light on organizational problems and the possible ineffectiveness of ISO 9000 certification depending on their integration rationale. This approach led to a more comprehensive and tempered vision of ISO 9000 impacts.

Citation

Boiral, O. and Roy, M. (2007), "ISO 9000: integration rationales and organizational impacts", International Journal of Operations & Production Management, Vol. 27 No. 2, pp. 226-247. https://doi.org/10.1108/01443570710720630