An Explanatory Model of Organisational Learning Through the Transition From ISO 9000 to TQM


Meegan, Sarah T.; Hill, Frances M.; Hazlett, Shirley-Ann   (1999, ASQ)   British Quality Foundation, London, UK; The Queens University Of Belfast, N. Ireland

Quality Management Conference, Charlotte, NC    Vol. 11    No. 0
QICID: 18911    January 1999    pp. 1-10
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Article Abstract

[This abstract is based on the authors' abstract.] Organizational learning may be defined as the ability of an organization to maintain or improve performance based on experience. Findings of case studies of companies that have achieved ISO 9000 accreditation are reported. One group of companies adopted a purely instrumental view of the standard, regarding it mainly as a badge of competence. These companies had not progressed further along the business improvement route. The second group of companies viewed ISO 9000 accreditation as but one milestone along the road to business excellence. Companies in this second category had an improvement focus. ISO 9000 accreditation clearly proved a significant learning exercise. Key factors are identified influencing a successful transition from ISO 9000 to TQM.


Business results,Cultural change,ISO 9000,Learning organizations,Total Quality Management (TQM)

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