Impact of Different Quality Management System Implementation Patterns on Performance Outcomes

Adolfas Kaziliūnas, Lina Vyšniauskienė

Abstract


Literature indicates that organisations often lack flexibility in the design and implementation of quality management systems and show a low utilisation of employee skills and knowledge. This article analyses different patterns of the implementation of quality management systems in different kinds of organisations and examines the performance outcomes associated with it. The research shows that organisations with different quality management system implementation patterns have significantly different performance outcomes. A mature quality management system should consider success factors for quality management system implementation benefits from the early phases of their planning and designing processes. There is an interesting relationship between reasons of ISO 9001 quality management system implementation and the corresponding performance outcomes. By requiring that all processes and procedures be documented, the ISO 9000 standard is undoubtedly commonly associated with control orientation and explicit knowledge orientation organisations. By implementing organisational learning mechanisms, organisations can increase the capability of managing and utilising knowledge. Such mechanisms allow organisations to collect, analyse, store, disseminate and use information that is relevant to the organisation. Correct maintenance of quality management system during the post-certification period is very important. Quality auditors are in a powerful position to increase the value of quality management systems. Value-added audit may not only produce data for the use in granting a certificate, for improving documentation or for enforcing conformity, but also for making managerial decisions concerned with economy, staff development, technology, growth, product and processes, because these decisions are based on current performance.

Keywords


quality management systems; ISO Standards; quality management; knowledge management

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DOI: http://dx.doi.org/10.13165/IE-14-8-1-10

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"Intellectual Economics" ISSN online 1822-8038 / ISSN print 1822-8011