The Case of ISO 9000 Quality Management System Certification in a Faculty of a Turkish Public University: Triggers, Processes, and Consequences

The Case of ISO 9000 Quality Management System Certification in a Faculty of a Turkish Public University: Triggers, Processes, and Consequences

Mehmet Eymen Eryılmaz (Uludağ University, Turkey), Duygu Acar Erdur (Uludağ University, Turkey), Olcay Bektaş (Uludağ University, Turkey), Esen Kara (Uludağ University, Turkey) and Ebru Aydoğan (Uludağ University, Turkey)
DOI: 10.4018/978-1-5225-0024-7.ch010
OnDemand PDF Download:
$30.00
List Price: $37.50

Abstract

It is clear that ISO 9000 Quality Management System and Total Quality Management have an extensive literature. However, it is observed that the literature principally focuses on implementation consequences of them. In this study, ISO 9000 Quality Management System certification process in a faculty of a Turkish public university is taken into consideration. However, the study focuses on not only consequences of taking this certification but also its' triggers and processes. To examine these triggers, processes and consequences, data collection methods of the study were semi-structured interviews and unstructured participative observation. In addition, extensive amount of document was used to make triangulation.
Chapter Preview
Top

Introduction

Quality management is one of the most popular management philosophies and techniques all around the world. In many studies (e.g. Abrahamson, 1996; Dayton, 2003; Ehigie & McAndrew, 2005; Packard, 1995), it has been discussed whether or not it is a management fashion, fad, or buzzword. Some studies (e.g. Pastor et al., 1998) have even preferred to use “metaphor of virus” to explain its extraordinary popularity. As a natural result of this popularity, countless books and articles on quality management have been published and many conferences have been held.

According to Vukomanovic et al. (2014), there are various approaches and standardized frameworks for implementing quality management such as quality award models (e.g. Deming Award, EFQM, Malcom Balridge Award) and ISO 9000 Quality Management System. Many studies in the literature were based on these quality management related frameworks. However, there are still only a limited number of studies that have adopted an integrative stance to quality management. The majority of this vast section of literature only examines the consequences of quality management and a very limited number of studies have focused on triggers and processes. For example, the studies that are based on quality awards principally focused on processes of awards. However, they didn’t assess that whether efforts to win these awards improve some indicators of organizational performance (consequences) or not (Grandzol & Gershon, 1998). In a similar vein, studies that focused on ISO 9000 Quality Management system seem to be more interested in consequences of these efforts. Therefore, the main aim of this study was to examine the triggers, processes and consequences of quality management all together in the context of the ISO 9000 Quality Management System certification process in a faculty of a Turkish public university.

With this aim, a brief review of the literature about quality management will be given in the first part, then, in the second part, the study method (data and sampling, data collection, reliability and validity, data analysis) will be explained. The findings of the study will be presented in the third section. At this point, the study seems to contribute the extant literature via emphasizing some less studied triggers (such as “to increase faculty reputation/image/prestige”, “to secure organizational justice”, and “to institutionalize faculty”) and consequences (such as “inspiration given to the other faculties”, “increased quality of new students”) of quality management. The study will end with a conclusion that summarizes the important findings and focuses on originalities and limitations.

Key Terms in this Chapter

Semi-Structured Interviews: A qualitative data collection method.

Quality Management: A management philosophy that emphasizes managing in the entire organization in such a way that it excels in all dimensions of its operations” ( Elmuti et al. , 1996 , p. 43).

Unitarist Perspective: A perspective that has a more negative stance to resistance to change.

Pluralist Perspective to Resistance: A perspective that ascribes positive meanings to resistance to change ( Collins, 1998 ; Perren and Megginson, 1996 ).

Complete Chapter List

Search this Book:
Reset