ISO 9000 Internalization and Organizational Commitment - Implications for Process Improvement and Operational Performance

This study presents an investigation of the relationship between internalization of ISO 9000 practices and the development of intellectual capital within organizations. We posit that intellectual capital, which comprises of human capital, organizational capital, and social capital, leads to improved processes in an organization. Process improvement, in turn, results in superior operational performance. Using a sample of 321 ISO 9001 certified organizations, the hypothesized relationships are tested by means of the structural equation modeling technique. The results of this study lend strong support for the hypotheses and show that performance benefits from the internalization of ISO 9000 standards occur mainly through the development of human and organizational capital, and the consequent improvement in business processes. This study discusses theoretical and managerial implications, and presents directions for future research

The relationships between firm's strategy, resources and innovation performance: resources-based view perspective

Besides basic competitive priority (quality, cost, delivery and flexibility), innovation has been recognised as one of the primary sources of competitive advantage for manufacturing industry to compete in global markets. This paper, therefore, presents an empirical study on the relationship between firm strategy, resources and innovation performance. Drawing from the grounded theory of resource-based view, and using 218 responses from Thai production/operation managers, this paper shows that differentiation strategy had a positive relationship with both internal capital or internal resources (represented by knowledge and creativity management) and networks capital or external resources (represented by customer and supplier network). The findings also revealed that only internal capital had a positive effect on innovation performance. Finally, contributions to industry practitioner, academia and national agency in supporting and promoting innovation are presented

ISO 9000 Internalization and Organizational Commitment - Implications for Process Improvement and Operational Performance

This study presents an investigation of the relationship between internalization of ISO 9000 practices and the development of intellectual capital within organizations. We posit that intellectual capital, which comprises of human capital, organizational capital, and social capital, leads to improved processes in an organization. Process improvement, in turn, results in superior operational performance. Using a sample of 321 ISO 9001 certified organizations, the hypothesized relationships are tested by means of the structural equation modeling technique. The results of this study lend strong support for the hypotheses and show that performance benefits from the internalization of ISO 9000 standards occur mainly through the development of human and organizational capital, and the consequent improvement in business processes. This study discusses theoretical and managerial implications, and presents directions for future research

Experiences of Australian firms in implementing ISO 9001: A comparison of the 1994 and 2000 versions

This paper investigates the experiences of Australian firms in implementing ISO 9001, comparing the 1994 and 2000 versions. The survey data was taken from a sample of 326 Australian firms encompassing both manufacturing and service sectors. Six key findings have been identified from the study. In general, there is no significant difference between the two versions of ISO 9001 with respect to the firms’ reasons for seeking certification and their approaches to implementing the international standard. That said, it took firms relatively less time to attain certification with ISO 9001:2000 than it did to attain certification to the 1994 version. More interesting is the significant difference between the ISO 9000 versions in terms of their implementation difficulty, with firms reporting that the 2000 version was easier to implement. Another interesting result is that the 2000 version was perceived by firms to have made less impact, than did the ISO 9001:1994. Finally, and perhaps on a more positive note, firms indicated that they experienced few difficulties in transitioning from the 1994 version to the 2000 version

The role of human resource management in moderating the relationship between organisational culture and TQM adoption

Culture has been considered as one of the factors that influences the TQM adoption process of organisations. Based on Hofstede’s cultural dimensions, we suggest that individualist organisations would find difficulties in adopting TQM, which tends to reflect a more collectivist than individualist culture. We, however, believe that individualist organisations can overcome this problem by establishing collectivist HRM policies by creating collectivistic TQM environment. This paper thus fills the gap between literature on culture, HRM and TQM. Notably, based upon the examination of the impact individualist versus collectivist culture have on HRM policies and TQM adoption, this paper proposes collectivist HRM policies as the significant moderating variable on the relationship between the culturally diverse members and the TQM adoption within the organisational context. Based upon the theoretical framework developed in this paper, implications for future research are outlined