Organizational Impacts due to ISO 9001 Certified Implementation on Brazilians Cardboard Companies

Abstract

This paper presents the evaluation internal and external organizational impacts of a company that has adopted a total quality management system: ISO 9001 certification. Based on a case study, supported in bibliographic references in a cardboard sector company, the survey aims to measure and evaluate the basic concepts of quality and the certification benefits. Upon this study completion it was found that actually getting a certified ISO 9001 brings many organizational impacts and leads to overall the company improvement, as the management capacity and overall relationships, increase the customers and suppliers numbers and improved company image. So, that seeks evidence is the total quality management system influence.

Full text

International Journal of Academic Research in Business and Social Sciences
May 2014, Vol. 4, No. 5
ISSN: 2222-6990
500
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Organizational Impacts due to ISO 9001 Certified
Implementation on Brazilians Cardboard Companies
Glaucia Aparecida Prates
Prof.a Dr.a Universidade Estadual Paulista “ Julio de Mesquita Filho” – Unesp. Campus de
Itapeva
José Claudio Caraschi
Prof. Dr. Universidade Estadual Paulista “ Julio de Mesquita Filho” – Unesp. Campus de Itapeva
DOI: 10.6007/IJARBSS/v4-i5/876 URL: http://dx.doi.org/10.6007/IJARBSS/v4-i5/876
ABSTRACT
This paper presents the evaluation internal and external organizational impacts of a company
that has adopted a total quality management system: ISO 9001 certification. Based on a case
study, supported in bibliographic references in a cardboard sector company, the survey aims to
measure and evaluate the basic concepts of quality and the certification benefits. Upon this
study completion it was found that actually getting a certified ISO 9001 brings many
organizational impacts and leads to overall the company improvement, as the management
capacity and overall relationships, increase the customers and suppliers numbers and
improved company image. So, that seeks evidence is the total quality management system
influence.
Keywords: ISO 9001, Total Quality Management, Organizational Impacts
INTRODUCTION
The market is showing a cardboard growth since 2010 and it is expected that the sales figures
continue expanding. This expansion is in line with the projected market growth. According to
data provided by the Brazilian Association of Corrugated (ABPO) , sales of corrugated cardboard
in Brazil reached 218 943 tonnes in March 2013 resulting in 13.78 % more than February of the
same year.
Associated with the increasing demand of the economy an consequently of industries , because
along with the industries for various products grows cardboard packaging and thus a concern
with the quality for the company's performance and success in the market is becoming more
pronounced , since the competition is getting tougher .
Parallel to this, the evolution of the quality concept in enterprises has promoted the
development of quality management systems due to be a factor that influences in obtaining the
advantages and benefits. Specifically, the ISO systems implementation and certification

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(“International Organization for Standardization ") has become one of the most common
practices.
The motivations for ISO 9001 can be classified according to two main categories: internal and
external motivations. Internal motivations are related to the goal of achieving organizational
improvement , while external motivations are primarily related to issues of promotion and
marketing, customer pressures , improved market share ( Buttle , 1997; Jones et al , 1997; MO
& CHAN , 1997; Brown et al , 1998; BRYDE & Slocock , 1998; LEE & Palmer , 1999; LIPOVATZ et
al , 1999; ESCANCIANO et al, 2001 ; GUSTAFSSON et al, 2001).
The importance of this study being looking at internal and external impacts that a company
achieved after implementing a quality management system: ISO 9001 certification in an
industry sector of cardboard. In addiction, data collection, analysis and generation of
information for the characterization of the dynamics of adoption of normative standard ISO
9001, are also studied.
Literature Review
It is right to say that ISO 9001 certification is a very valuable tool and the benefits it brings to
businesses are diverse. According to Heck (2007 ) , the certification allows companies greater
participation in national and international markets , as the technical specifications meet
standards and international requirements , which make them widely accepted in many
countries , adding more value to the business and contributing to competitiveness business.
Through written procedures and instructions specific work activities are easier to run , which
helps control the production process , reducing failures , waste and rework , and consequently
reduce costs , and improve the relationship with the suppliers and increase customer
satisfaction , since the certificate provides better service and better products .
Impacts of ISO 9001 implementation
The option for the ISO 9001 implementation, with the accreditation intention, cause numerous
impacts on organizations like show some authors focused on the relationship between the
application of the ISO certificate and firm performance. Agus & Hassan (2000 ) , for example ,
confirm the positive relationship between compliance of adopting a quality system and
financial performance , while Hendricks & Singhal (2001 ) show the positive impact of the
quality system implementation in the long-term performance . Karia & Asaari (2006 ) examined
the impact of practices on work quality systems related to employee attitudes .
Researchers recognize that for a successful implementation requires focus on employee
behavior, increased attention to the organizational management culture, and dedication to
practices and organizational structures. According to Nadvi & Kazmi (2001), the adoption of
quality management techniques as required by ISO 9001, produces external and internal
impacts. Those are related to the improvement in terms of marketing and promotional aspects,
while internal impacts are related to organizational improvements (Brown et al . , 1998) .
Internal impacts
Prates (2010 ) states that internal impacts are beneficial to an organization , as they provide an
improvement in productivity through better organization's ability to plan projects , and reduce

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losses in production processes , by identifying production bottlenecks . And strengthening their
concept, Sampaio et al . (2009 ) says that internal impacts reflected in improved productivity ,
reduces the defective products rate , improving the quality of processes , defining the staff
responsibilities and obligations, improvements within the organization , improve
communication , quality improvement product.
Brown et al. (1998 ) argued that firms run by internal reasons for seeking certification have a
more positive perception of the improvements achieved . The manager who sees certification
as an opportunity to improve internal processes and systems , rather than simply seeking a
certificate on the wall , you will get positive results more widely . Confirms Poksinska et al.
(2002 ) and Williams (2004 ) that companies seeking certification based on the quality
improvement will benefit especially true in terms of improving internal operations . Llopis &
Tari (2003 ) believe that companies more concerned with quality of internal reasons are those
that :
• obtain greater profits arising from the quality systems implementation;
• Reach greater practical application of the quality management principles , and ;
• They are more likely to progress to total quality management .
External impacts
In terms of external impacts , according Prates (2010 ) , obtaining and maintaining an ISO 9001
certificate are aggregated with its implications for the value chains management .
Opportunities for access to new markets are considered external impacts , as well as improving
the corporate image of the organization , improve customer relationships , reduced delivery
times , and consequently customer satisfaction , therefore decreasing complaints and increased
competitive advantage (Sampaio et al . , 2009) .
ISO 9001implementation direct impact on Human Resources performance
Empirical studies by Yang (2006 ) confirmed that the practices of human resource management
have a positive impact and significant effect due to the quality system implementation,
specifically the ISO 9001 certificate and thus add an improvement in employee performance
and customer satisfaction .
To Aguiar (2000 ) , the area of human resources is one that has increased participation in the
implementation of the quality system process with extensive involvement , especially with
regard to the training and development of people , since it is responsible for developing ,
implement and manage policies and procedures for training and development , to attract and
maintain employee commitment to the company's Quality System for a long time .
In addition , professionals must understand that the description of skills, training plan and
evaluation of training effectiveness are directly interrelated , and therefore the skills allocation
and proper task distribution, facilitates to implement activities promoting for the production
process , reducing failures , waste and rework , and consequently the costs reduction. Thus , it
is critical for companies to invest in the manpower training , and even permanent recognition
of the quality and productivity of these employees ( CANFIELD & Godoy , 2004) .
Therefore, we suggest:

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H1 ISO 9001implementation direct has a impact on Human Resources performance
ISO 9001implementation direct impact on Production performance
As seen earlier, and bringing together the ideas of several authors , the acquisition of the
certificate by the organization is fully linked to the quality and structural processes , confirm
Sun , (1999 ) ; Yahya & Goh (2001 ) ; Koc (2007 , cited in Olalla & Marin , 2011) .
According to Rothery (1993 ) , the commitment of organizations to add quality practices to their
production processes , in addition to providing customer satisfaction , allows for streamlining
processes and increasing productivity directly reflected in competitiveness . The author also
points out that the most striking feature of ISO 9001 in managing not only restricted to
automatically provide controls to ensure quality of production and shipping , but also reduce
waste , machine and inefficiency labor downtime , causing therefore increased production.
To Sousa & Voss (2002 ) , the qualification improvement of will also influence the marketing
business performance resulting in an finished products improved financial performance .
Tzelepis, Tsekouras, Skuras & Dimara ( 2006) sets out to explore the effects of ISO 9001 on
productive efficiency of firms. The study took a sample of 1,572 firms from three Greek
manufacturing industries is used for empirical work. The firms are from the food and beverages
industries, the machineries industries as well as from the electrical and electronics appliances
manufacturing industries and include both adopters and non-adopters of ISO 9001. A stochastic
frontier methodological approach is adopted and the effects of ISO 9001 can be modeled in
four ways: as a managerial input alongside the conventional inputs of capital and labor, as a
factor affecting technical inefficiency, as an input and a factor affecting technical inefficiency
and as having no effect at all. As Findings they show the ISO 9001 operates as a factor affecting
technical inefficiency with non-neutral effects on capital and labor. The combined effect of ISO
9001 with capital increases the level of technical inefficiency reflecting adjustment costs
incurred when ISO 9001 is adopted. The combined effect of ISO 9001 with labor decreases the
level of technical inefficiency reflecting the positive result of ISO 9001 on reducing x-
inefficiency.
H2 : ISO 9001implementation has a direct impact on production performance
ISO 9001implementation direct impact on Marketing performance
According Desiderio (2010 ) , many companies seek certification just because of marketing
results , however marketing causes in the case of ISO 9001, as a strategic tool should be used
careful way , because it is not certifying products, technology or even brand , but ensuring the
company management system . As Moura (2010 ) , when organizations begin to make the
necessary changes , face a fantastic way to standardize processes , achieving a lower errors rate
, waste and rework . The final product will also have improved their quality since the
implementation is a continuous improvement process, reflecting sales and costumers
guarantees.

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According to Moura & Morri (2007 ) , customer focus is one of the principles fundamental of
the standard series ISO 9001 . Organizations depend on their customers and therefore it is
recommended that meet current and future customer needs , their requirements and strive to
exceed your expectations. According to Freitas (2011 ) , there are numerous tools and
mechanisms for this monitoring . The most important is that at the end , can ensure that the
customer's perception of whether the organization has met its requirements and is being
properly monitored in a systemic way .
The same author mentions a few ways to accomplish this monitoring , among them are :
• periodic satisfaction survey;
• Suggestion box ,
• Index of complaints ;
• Warranty Index return ;
• Customer Loyalty ;
• business loss Analysis ;
• retailers Reports;
•Products Index exchange ;
• Forums Comments .
To Joos (2002 ) , the customer satisfaction measurement and monitoring with the process
improvements implementation, products and services based on the data analysis obtained in
these measurements is one of the highest strategic activities and company return. Companies
should implement these ISO 9001 requirements, not only because the rules require , but also
because they contribute significantly to improve its competitiveness and performance , since
the satisfied customer will continue to purchase products and services and also recommend
them to acquaintances .
Singh (2011) indicates after globalization of markets, product quality and satisfaction of
customers have become essential for sustainable growth of small to medium-sized enterprises
(SMEs). The purpose of this paper is to identify and develop the structural relationship among
different factors for success of total quality management (TQM) in SMEs. In this research a total
of 11 factors have been identified for successful implementation of TQM. Interpretive structural
modelling (ISM) approach has been applied to develop a structural relationship among these
factors. As findings they indicates Top management commitment, employees’ training and
empowerment, supplier development and coordination between departments are found to be
the major driving factors for implementing TQM, whereas process management,
product/service design, product quality and customer satisfaction are observed as dependent
variables.
H3 : ISO 9001implementation has a direct impact on marketing performance
ISO 9001implementation has a direct impact on Purchasing performance
According Rigoni (2011 ) , ISO 9001 decrees that the obtained product organization certifying is
in accordance with the conditions specified acquisition . Suppliers should be evaluated and
selected by the organization , based on their ability to supply product in accordance with the

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organization requirements. After that , selection criteria , evaluation and re-evaluation shall
be established , and then evaluations results records and any necessary actions arising from
the review shall be maintained.
It is important that the organization establish and implant inspections in order to ensure and
verify that the purchased product meets specified purchase requirements ( RIGONI , 2011) . The
author further states that the standard requires requirements obedience, and central
procurement must be aware of these compliments because acquisitions are an important part
of the production process , due to the final product influence . Buy raw materials without any
parameters , certainly the final product quality and standardization will be affected , so it is
necessary that the organization has control over the purchasing process .
Until the late 1980s, literatures about QMPs’ impacts on business performance are largely
based on the personal prescription of researchers in quality management area and are mostly
qualitative analysis. Rigorous attempts to investigate QMPs’ effect on business performance
began with Saraph et al. (1989). Powell (1995) first used statistic methods to verify the
relationship between QMPs and business performance, and found that QMPs are statistically
positively related to business performance, but the relation is very weak. Powell also suggested
that not all quality management programs bring excellent business performance.
Li, Zhang & Yuan-Yuan Liu ( 2008) showed on their study a exam of the way quality
management practices (QMPs) impact quality outcome, R&D process, and business
performance, using investigation data from Chinese firms, how is a possible moderating effects
of industrial types and competition on the above influencing relationships were investigated as
well. They run a A two-round questionnaire survey was conducted to 196 manufacturing and
service firms in West China, and hypotheses were verified using a structural equation model
with LISREL software. The results suggest that quality management practices do not have a
positive impact on firms’ business performance directly, but have an indirect impact on
business performance mediated by quality performance and R&D performance. Furthermore,
the authors find that industrial type can moderate the relationships between quality
management practices and business performance, while competition does not.
H4 : ISO 9001implementation has a direct impact on purchasing performance
Conceptual model and hypotheses
Figure 1 is the theoretical model. This model indicates the influencing relationships among ISO
9001 certification implementation and sales, purchasing, human resources, production
processes performance.

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Results of the Study
This study adopted a five-point Likert scale to answer the items in the questionnaire, with 5
denoting “always” and 1 denoting “never.” Mean scores less than 2.89 were considered weak,
mean scores between 2.75 and 4,18 were considered moderate, and mean scores of more than
4,00 were considered high. In a sample of 95 wood based industries in Brazil.
Table 1. The ISO 9001 implementation direct impact on variables of business performance
separated by company area performance.
Ser.
Item
Mean
Standard
deviation
ISO 9001 implementation direct impact on Human
Resources performance
1
The ISO 9001 implantation aims the Human resources
achieve adaptation with the changes in the internal and
external environment
3,70
0,88
2
I have changed my work responsibility after ISO 9001
certificate
3,56
0,85
3
The ISO 9001 certification plans for the human
resources to develop their vision and strategic
objectives.
2,95
0,99
4
There is clarity in the objectives and plans of the human
resources to accept the ISO9001 certification
3,32
0,85
Adoption and absorption of technical
standards in process quality assurance
ISO9000 series.
- Inducing the adoption of the standard
-needs of the company and the customer to
be served
-difficulties faced during the implementation
of the standard
-gaps identified during maintenance
certificate
Similar initiatives or complements the
ISO9000
Organizational impacts
- Intra-organizational impacts
on strategic, managerial and
operational levels, especially
with regard to business
performance
- relationship with direct
suppliers and customers inter-
organizational impacts.

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5
I have a clear understanding of the human resources
role on the ISO 9001 certificate
3,62
0,81
6
The company trains the human resources to develop
their professional skills based on ISO 9001 principles
4,18
0,75
7
In the company , there is an environment stimulating
workers to apply what they learned practically on ISO
9001 requirements
2,89
1,00
8
In the company , there is a technical training stimulating
the workers to considers the costumers requirements
3,99
0,78
ISO 9001 implementation direct impact on Production
performance
9
The ISO 9001 implantation aims the Production process
achieve adaptation with the changes in the quality
requirements
3,91
0,77
10
I have changed my quality ideal responsibility after ISO
9001 certificate
3,75
0,88
11
The refusal of itens producted are decreasing
4,25
0,69
12
The productivity are increasing
3,99
0,72
ISO 9001 implementation direct impact on marketing
performance
13
The ISO 9001 implantation aims the Marketing process
achieve a better sales amount considering the changes
in the quality requirements
2,87
1,00
14
I have changed my quality costumer satisfaction
responsibility after ISO 9001 certificate
3,89
0,95
15
The complaints of items sold are decreasing
3,75
0,88
16
ISO 9001 implementation direct impact on purchasing
performance
17
The standard required are obeyed because acquisitions
are an important part of the production process , due to
3,85
0,79

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the final product influence
18
The organization establishes and implant inspections in
order to ensure and verify that the purchased product
meets specified purchase requirements
3,95
0,88
19
The suppliers are considering a better company
relationship activities as important due to the ISO9001
certification performance
3,84
0,77
20
The company has been evaluating their suppliers due to
the ISO9001 certification performance requirements
3,18
0,99
Item serial 6 obtained the highest mean 4,18 for the first variable, ISO 9001 implementation
direct impact on Human Resources performance (see Table 1). This result suggested that the
ISO 9001 implementation direct impact on Human Resources performance is well planned ,
and HR staff members are well versed in the rules and procedures, and have experience and
competence in the employee ISO 9001 certification planning process. Item serial 11 obtained
the highest mean score (4,25) for the second variable, ISO 9001 implementation direct impact
on Production performance This result implied that the ISO 9001 implementation direct
impact on Production performance is relevant and applicable to the day-to-day responsibilities
of Production operations.
Hypotheses Testing
To test the hypotheses, a simple regression analysis was performed on the ISO 9001
implementation direct impact in general and the business performance in particular. Table 2
shows the correlation coefficient, R2, F value, significance level, and H0.
Table 2. Pearson Correlation of the Study Variables
Ser.
Variables
Correlatio
n
coefficient
R2
Value
F
value
Signifi
cance
level
H0
1
ISO 9001 implementation direct impact on
Human Resources performance
0,75
46%
100,22
0,000
Refu
sal
2
ISO 9001 implementation direct impact on
Production performance
0,78
69%
102,21
0,000
Refu
sal
3
ISO 9001 implementation direct impact on
marketing performance
0,60
28%
105,13
0,000
Refu
sal

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4
ISO 9001 implementation direct impact on
purchasing performance
0,65
31%
100,32
0,000
Refu
sal
The highest total variance was observed in Production performance (69 percent), followed by
Human resources performance (46 percent), whereas the lowest total variance was observed
marketing performance (28 percent) (see Table 3). This result indicated that production
performance plays an important role in determining the ISO 9001 implementation practice in
Brazilian cardboard companies . Performance production is expected to increase the
knowledge, skills, and performance on ISO 9001 certified companies.
Table 3. Results of company hypotheses performance
Hypotheses
Correlation
coefficient
H1
ISO 9001 implementation direct impact on Human Resources
performance
0,75
H2
ISO 9001 implementation direct impact on Production performance
0,78
H3
ISO 9001 implementation direct impact on marketing performance
0,60
H4
ISO 9001 implementation direct impact on purchasing performance
0,65
The results of the hypotheses testing indicated that the independent variables significantly
correlated with the dependent variable. The correlation results confirmed a significant
association between independent variables and the dependent variable ( see Table 3). The
analysis suggested the lack of multicollinearity in this study because the correlation coefficient
was less than 0.80.
Recommendations
Conclusions
The central finding of our study is that ISO 9000 certification has a positive and significant effect on
production, purchansing, human resources and marketing performance. From this finding it is
reasonable to conclude that ISO 9000 certification by itself does not lead to improvement in business
performance. The analysis suggested the lack of multicollinearity in this study because the
correlation coefficient was less than 0.80.
Despite the fact that our study is based on a large sample size, it does suffer from limitations, and these
give rise to a number of suggestions for further research. The internal validity of our variables is
acceptably strong, but far from perfect. Further, empirical research on refining the constructs and their
elements is warranted.

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The research reported here is purely of a cross-sectional snapshot. We were unable to test and account
for the lags between the existence of practices and performance changes.
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