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The purpose of this paper is to identify ISO 9001's contribution to the five enablers of the European Foundation for Quality Management (EFQM) excellence model.

Empirical research was conducted in Cypriot ISO 9001 certified organizations to evaluate the motives that lead them to certification, the difficulties they faced during the standards' implementation and their performance improvement in the five enablers of the EFQM excellence model. Companies were asked to evaluate their performance in 85 issues related to these Enablers both before and after certification.

The results of the survey indicate the “most” and the “least” important improvements from ISO 9001 certification in the five enablers of the EFQM excellence model. The results also prove that performance improvement is statistically significant in all enablers and it is also significantly related to the companies' motives for certification.

Future research should focus on the least important improvement areas of certification and the appropriate methods and techniques to boost performance in these areas towards excellence, either during the implementation of the standard or after certification.

Shows the average improvement from ISO 9001 certification in key excellence areas. It also highlights the areas on which companies should focus after certification in order to improve their performance towards excellence.

Examines the performance improvement of certified organizations in relation to the five enablers of the EFQM excellence model.

The purpose of this paper is to identify the effect of time on ISO 9000's contribution to total quality management and performance improvement.

Initial empirical research was conducted in Greek certified companies to evaluate their motives for certification and the benefits gained from it across eight basic total quality management (TQM) categories. The results of the survey verify the hypothesis that ISO 9000 certification can serve as a good first step towards TQM, since performance improvement is statistically significant in all TQM‐related issues. However, in order for ISO 9000 certification to serve as a good first step towards TQM, performance improvement should continue to grow even after certification. For this reason, a second survey was carried out in the same companies after a three‐year period.

The results prove that although the standard's implementation helps companies to achieve an initial improvement in their quality performance, it cannot guarantee that this improvement will continue after certification.

Future research should focus on the contribution of the new ISO 9000:2000 series and its ability to re‐boost performance improvement in certified organisations.

The paper shows that ISO 9000 certification can be used as the “first” but not the “last” step towards quality improvement. Although the standard's implementation helps companies to achieve an initial improvement in their quality performance, it cannot guarantee that this improvement continues after certification.

The paper provides a longitudinal study of ISO 9000's contribution to TQM and operational performance improvement.

This paper presents the results of an empirical study on the contribution of ISO 9000 standards towards total quality management (TQM). The paper is a continuation of the authors’ research on the ISO 9000 standards effectiveness and capability as an entry key to TQM. The literature review of the above issue revealed the need for a formal empirical study to resolve the existing debate about the standards’ long‐term contribution and true value to ISO 9000‐certified companies. For the purposes of this study, a TQM measurement instrument was developed and tested for its reliability and validity to measure TQM performance improvement in certified companies in Greek industry. This performance improvement was then used to test the basic research hypothesis: “Can ISO 9000 standards provide a good first step towards TQM?”. The results of the study are presented in eight basic TQM categories, showing the certified companies’ performance improvement in the basic elements of each category, and revealing their strengths and weaknesses on their way to TQM.

This paper tests and proves empirically the dramatic effect that an organisation’s true motives towards ISO 9000 certification may have on its future effectiveness and value to the certified companies. The paper reveals the true motives behind ISO 9000 certification for 85 large Greek companies and statistically tests their relationship with: after‐ISO performance and performance improvement in eight basic TQM categories; and the overall benefits gained from certification. The paper also reveals the real quantitative and qualitative “results” that these companies had from the standards implementation, addressing one main deficiency of the standards, which is the absence of requirements related to real “results” in the organisations. Finally, factor analysis is applied in both certification motives and benefits, revealing the main factors/categories of both, and their in‐between relationship.

The purpose of this paper is to reveal the appropriate course of actions of any executive toward attaining business excellence, under the limitations and particular conditions that arise in an economic crisis environment.

This paper takes the approach of an extended literature review.

Business excellence is an ideal path for any enterprise which seeks the attainment of a strong competitive advantage in times of economic crisis. This path, through the implementation of the principles of Total Quality Management, leads to a strategic plan that helps the enterprise not only to survive but also to strengthen its position while exploiting opportunities that arise during the recession. The basic elements of such a plan are the satisfaction of all customers and stakeholders, the quest for innovation and the implementation of an aggressive policy in marketing and investments. Toward this target, the most crucial elements are the involvement of the management and, second, the commitment and efforts of all human resources.

The business community and specifically the higher management of any company could reformulate its strategic plan according to the findings of this survey, in order to gain a sustainable competitive advantage over competition.

On the basis of extended literature review, there has been no research work to connect the strategic thinking of enterprises and their management with business excellence in times of economic crisis, which is attempted in this paper. The added value of attaining this goal during harsh times should be a beacon for the higher management in its quest for sustainable competitiveness.

The purpose of this paper is to examine the level of the importance and implementation of the critical success factors (CSFs) required for the appropriate function of a quality management system (QMS) in ISO 9001:2008-certified companies and the differences between the CSFs and the demographic variables of the companies.

A research project was carried out in Greek companies from all business sectors using the questionnaire technique. The selected companies all implement a QMS in accordance with the ISO 9001:2008 standard. Correspondence analysis, a methodology from the multidimensional statistics field, was also used to identify significant differences between the importance and implementation levels of the CSFs of the QMS.

The importance that quality assurance managers attribute to these CSFs was high enough in most categories, but there was a significant difference in the implementation level, which displayed much lower scores. The most important factors seem to be management commitment, education, and communication, while the least important were the availability of data and use of statistics. Differences between categories of demographic variables were present only for the firm size variable.

The study was based on the perception (i.e. subjective data) of only one quality manager/representative of each company.

The paper provides information to certified companies in Greece on the differences in the importance and implementation levels of quality management practices (especially for hard factors) and motivation to investigate possible causes. Moreover, the most important factors for the successful implementation of ISO 9001 are presented.

This paper describes the implementation and given importance of the CSFs in companies with experience of the ISO 9001:2008 standard and for the analysis of the data a methodology from the multidimensional field is applied, with the complementary use of some special tables of coincidences.

The purpose of this article is to focus on dyadic buyer‐supplier relationship as part of supply chain management (SCM) and to relate implementation of supplier management practices to intra‐firm implementation of quality management (QM) practices. The aim is to identify possible relationships between the two sets of management practices.

A survey was conducted in the Greek manufacturing industry, with the use of questionnaires, examining the relationship between supplier management in the SCM context and intra‐firm QM implementation.

Research findings, which represent buyers' point‐of‐view, reveal a positive correlation between supplier management practices and QM practices, providing an empirical support to the basic research hypothesis.

There was only one respondent in each buyer company. Also, only a mail survey was used as a research technique and only buyers' perspective was reflected in the data. Future research can be based on both buyers' and suppliers' perspective, asking more than one person and using case studies and phone or face‐to‐face interviews.

The study aims to encourage firms to adopt a QM philosophy and implement QM practices in their way to SCM implementation. Quality practices are widely accepted to result in intra‐firm coordination and integration. Given that internal integration is a prerequisite for thorough SCM implementation, QM can serve as a strong base for SCM implementation.

The research verifies that intra‐firm adoption of the quality philosophy can lead firms to better supplier management in the SCM context. Managers should focus on QM in their way to SCM implementation.

The purpose of this paper is to stimulate interest in the use of quality management methods and tools and to provide a basis and direction for further improvement in the global brewing industry.

The methodology that is followed in the paper is based on the study of quality management tools and best practices in global brewing companies.

From all evidence found by this research, the conclusion is that quality management can dramatically improve certain operations and reduce cost or increase profit as well. All of the global brewing companies examined in this paper have their quality policies and each one of them uses what fits best to its business profile.

This study refers to some of the largest brewing companies in the world. Future research could be addressed toward the analysis of other smaller brewing companies, which are characterized by the concepts of quality management.

The analysis of quality management in the global brewing industry may cause the interest of other brewing companies and other stakeholders affected by this industry. Quality tools can be very useful for dealing with problems and improving procedures in a brewery. Furthermore, the extension of this work with detailed references to these tools could produce a quality guide for brewing companies.

The value of this paper lies in the identification and presentation of tools and quality policies which have been successfully developed by global brewing companies and may as well be implemented by others.

The purpose of this paper is to explore how the sophistication of a quality costing system depends on the quality management maturity (QMM) level in Food and Beverage (F&B) enterprises. Since no previous research has taken place in this area, the paper aims at analyzing the relationships between quality costing and the specific variables that define the various maturity stages.

A structured questionnaire was used to survey 457 F&B companies. This produced 104 usable responses (23 percent response rate). Multidimensional correspondence analysis (MCA) with hierarchical cluster analysis (HCA) were used to detect and represent underlying structures in the categorical data set and to detect possible clusters between variables.

The more mature a company’s QMM, the more emphasis they placed on appraisal quality costs and effective use of quality costs information. Prevention costs have no statistically significant connection with the level of maturity. A generalized “expensive” use of quality costing, with no focus on problematic areas and possible solutions, does not always lead to the resolution of problems.

A complicated – and some think unfair – tax system, combined with limited cash liquidity constitutes an unstable environment for Greek companies, in which they have to survive and develop. This environment does not support quality costing, thus resulting in limited interest by company management in participating in the authors’ research. Furthermore, the Greek Uniform Chart of Accounts and the Greek Accounting Standards do not include specific quality-related accounts, making it difficult for companies to measure quality costs and for researchers to investigate the quality costing field.

It is the first time that QMM levels of Greek F&B companies have been reported. The research explores the characteristics that a quality costing system of Greek F&B organizations develop at the various maturity levels. The analysis uses an exploratory method – MCA – which can highlight intense correspondences of characteristics and clusters, which cannot be predicted in advance.

Today, quality management systems (QMS) are a promising candidate for the improvement of healthcare services. The purpose of this paper is to investigate the opinions/attitudes of gynecology healthcare professionals toward quality and quality management in healthcare facilities (HFs) in Greece.

An anonymous self-administered questionnaire was distributed to healthcare professionals, asking for opinions on quality objectives associated with the everyday workflow in HFs (e.g. management of patients, resources, etc.) and on QMS. The study was conducted in Hippokration Hospital of Thessaloniki, including 187 participants. Statistical assessment and analysis of the questionnaires were carried out.

Although 87.5 percent recognized the importance of potential QMS implementation and accreditation, over 50 percent believed that it would lead rather to increased workload and bureaucracy than to any considerable quality improvement. More than 60 percent were completely unaware of the implementation of quality objectives such as quality handbook, quality policy, audit meetings and accreditation status in their HFs. This unawareness was also reported in terms of patient, data, human and general resources management. Finally, awareness over medical malpractice and positive attitude toward official reporting were detected.

Most respondents acknowledged the significance of quality, QMS implementation and accreditation in Greek hospitals. However, there was a critical gap in knowledge about quality management objectives/processes that could be possibly resolved by expert teams and well-organized educational programs aiming to educate personnel regarding the various quality objectives in Greek HFs.