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|Title: ||ISO 9001 Quality Management Systems: Critical Analysis of Literature Review|
|Authors: ||Saraiva, Margarida|
Novas, Jorge Casas
Pires, António Ramos
|Editors: ||Dahlgaard-Park, Su Mi|
Dahlgaard, Jens J.
|Keywords: ||Quality management system|
ISO 9001 QMS
|Issue Date: ||Aug-2018|
|Publisher: ||Lund University Library Press|
|Citation: ||Margarida Saraiva, Osvaldo Ferreira, Jorge Casas Novas and António Ramos Pires (2018) “ISO 9001 Quality Management Systems: Critical Analysis of Literature Review”, in QMOD Conference Proceedings 21st International Conference on Quality and Service Sciences (21st QMOD-ICQSS Conference): The Quality Movement - where are we going?, Su Mi Dahlgaard-Park & Jens J. Dahlgaard (ed.), Lund University Library Press, pp. 499-508. ISBN: 978-91-7623-086-2. Cardiff University, Wales, UK, 22-24 August, 2018|
|Abstract: ||Purpose and Methodology/Approach: This paper follows a previous one focused on a bibliographic review of motivations,
benefits and difficulties in implementing quality management systems (QMS) based on ISO 9001 standard (Saraiva et al, 2017).
Controversial, conflicting and even contradictory, and/or non-consensual findings in same or different countries have suggested
other dimensions were lacking. So, a further and critical analysis was deepened in order to identify possible flaws in dimensions of
analysis and in methodological issues, which is the scope of this paper.
Findings: Many research works were based on perceptions/opinions (eg. motivations, benefits, difficulties) and tangible results
were missing, being conclusions built only on qualitative data. Quantitative data were not used to objectivize and validated
qualitative findings. Physical or economic indicators rarely were presented. Researchers may not have asked for quantitative data
or even ignore these aspects of organizational reality, or the organizations also do not have this type of data. It is hard to
corroborate statements (from company’s managers) or findings (from researchers) without other objective evidences (examples are:
motivations influence the QMS performance; cost reduction is a benefit; the biggest difficulties in implementation/certification of
QMS are the excessive and complex (bureaucratic) documentation, the weak commitment to quality by management and staff, the
high cost/scarce resources and the time spent with the additional tasks for the implementation process; organizations operating an
ISO 9001 QMS show a better performance).
Another matters such as the relative size of the certification phenomenon in each country or region and their economic and social
development were generally unknown or were not taken into account. These contextual factors can distort findings.
The scientific affiliation of researchers (eg. Industrial engineering, Management, Sociology, Organizational psychology) may also
have implications for the research perspective and aspects that are privileged in analysis and conclusions.
Research Limitation/implication: Additionally, other methodological issues can also be related to data collection instruments (eg.
questionnaires to collect perceptions/opinions) are not the most appropriate for achieving some desired information or data
processing does not validate conclusions. Thus, we will take into account in our future research these limitations we have identified
in this one and strongly recommend to other researchers our conclusions.
Originality/Value of paper:These reflections and findings suggest further and deeper work for research in QMS and other related topics, looking for those
dimensions already identified as missing, and/or considering more dimensions, bearing in mind concerns that quality movement is
losing popularity, because it does not appear to managers consistently with quantitative data proving contributions of quality to
increase productivity and competitiveness. Finally, we raise methodological questions about research on these topics, and other
dimensions of analysis are recommended.|
|Appears in Collections:||GES - Artigos em Livros de Actas/Proceedings|
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