International Journal of Engineering Research and Technology. ISSN 0974-3154, Volume 13, Number 12 (2020), pp.

5095-5104
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Quality Management Systems (QMS) and Organizational Performance

Juan Manuel Andrade

Docente del programa de Administración de Empresas, Facultad de Ciencias Empresariales,
Corporación Universitaria Minuto de Dios – Uniminuto (Neiva, Colombia),
ORCID: 0000-0001-9644-0040

Gerardo Duque Gutierrez

Docente de la Universidad del Norte – Uninorte (Barranquilla, Colombia),
ORCID: 0000-0002-6060-8910

Fernando Fierro Celis

Docente del programa de Administración de Empresas, Facultad de Economía y Administración,
Universidad Surcolombiana – Usco (Neiva, Colombia),
ORCID: 0000-0003-1593-6226

Abstract INTRODUCTION
This article analyzes the impacts and benefits generated by the Public sector services can be debated, not only regarding their
implementation of quality management systems (QMS) on the correctness and affordability, but also regarding the
performance of organizations worldwide. The research carried determination of their efficiency and effectiveness. A
out was of a bibliographic nature, since it analyzes specific significant number of public services are facing the challenge
literature on the subject. The data record sheet applied to books, of maintaining the current level of services, while at the same
articles, newsletters and magazines was used. This instrument time they must reduce the resources invested. These
allowed the registration and identification of information developments have forced public sector organizations to seek
sources, as well as the collection of data or evidence. As a solutions from the private sector (Pekkanen & Niemi, 2013).
result, organizational impacts such as efficiency, consumer
Impact measurement allows feedback on public policies for
satisfaction, employee performance, profitability, internal
decision-making. According to Frannie Leautier, the reason
improvement, market share, image improvement, competitive
why impact evaluations are a primary way of monitoring that
advantage, supplier relationships and quality of products and
a project, program or policy is working and under what
services can be highlighted.
conditions is because these can compare the direct effects
between the people who have and those who have not been
reached by the intervention. The foregoing statement takes into
Keywords: Quality management systems, impacts,
consideration that a policy, program or project works to the
organizational performance.
extent that it fulfills the purpose for which it was developed.
Dorado (2012) states that, since the new Constitution in 1991,
Resumen Colombia began to view monitoring and evaluation of
projects, programs and policies as a mandatory act expressed
Este artículo analiza los impactos y beneficios generados por directly in the constitution, delegating to these processes the
la implementación de sistemas de gestión de la calidad (SGC)
quality, accountability and feedback that the actions of the
sobre el desempeño de las organizaciones a nivel mundial. La
State carry out in order to achieve the defined objectives.
investigación realizada fue de carácter bibliográfico, puesto
que analiza literatura específica sobre la materia. Se utilizó la Two concepts emerge from the foregoing: impact
hoja de registro de datos aplicada a libros, artículos, boletines measurement and performance measurement. On the one hand,
y revistas. Este instrumento permitió el registro e the problem or the approach of impact evaluation consists of
identificación de fuentes de información, así como la establishing the difference between the outcome variable of the
recolección de datos o evidencias. Como resultado, se pueden individual participating in the program and the outcome
destacar impactos organizacionales como eficiencia, variable of that same individual in the absence of the program.
satisfacción del consumidor, desempeño de los empleados, This difference is what is known as the effect of the treatment
rentabilidad, mejora interna, participación de mercado, mejora or program (Vanclay, 2003).
de imagen, ventaja competitiva, relaciones con proveedores y
On the other hand, the evaluation of the performance of the
calidad de productos y servicios.
public sector is a measure of the situation in which the
Palabras clave: Sistemas de gestión de la calidad, impactos, established goals are achieved, including the efficiency in the
desempeño organizacional. transformation of resources into public goods and services

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(“outputs”), the quality of the outputs (the quality of in organizational performance (Pekkanen & Niemi, 2013).
consumers and the satisfaction they perceive from them), the Such is the case of the impacts on their target social groups and
results (the current effect on behaviors compared to those the way they affect the sustainability of the entities' value offer
desired) and the efficiency of the government's operation in the long term. According to Pekkanen & Niemi (2013) this
during the process to achieve the set goals (Matei & Matei, implies that measurement should be understood as an effective
2008). tool to communicate what is expected (the promise of value)
and what the organization is (essential ideology or the
The complexity of the public sector in defining the elements
purposes of the State to create it).
for measuring performance and impact translates into two
basic characteristics in the implementation and improvement Malina & Selto (2004) identified eight attributes of the most
of the measurement. Firstly, the multidimensional nature of the appropriate measurements on the performance of an
measurement objectives, since governments not only focus organization: diversity and complementarity, objectivity and
their attention on economic attributes but also on the social and precision, informative, that is, that they allow the improvement
environmental benefits of their actions. The second of decision-making, more beneficial than costly, quantifying
characteristic is the lack of data for measurement, which is due of the organization's cause and effect relationships, focused on
in large part to the absence of a not very robust information the need for improvement and in turn promoters of continuous
system and the lack of continuity in the data (Zhonghua & Ye, improvement, and supportive of improvement decisions.
2012).
Although the studies to measure the impact of the
Hence, in general, current programs that increase public sector implementation of a quality management system are limited,
productivity have focused on measuring efficiency in the Sumaedi & Yarmen (2015) described the main studies and the
production of outputs. This has led to their inappropriate dimensions they used to measure the impact of said system.
measurement in terms of quantity and efficiency when
obtaining them, ignoring the causes and effects of other aspects

Sector / target
Authors Dimensions or factors used to measure impact
population

Psomas et al. (2013) Food production sector Continuous improvement, prevention of non-conformities and focus
on customer satisfaction

Van Der Spiegel et al. Agriculture and food Quality management, quality performance, and contextual factors (for
(2004) production example, the complexity of the organization, the production process
and the variety of products)

Lewis et al. (2006) SMEs Focus on the customer, people participation, process approach,
management system approach, continuous improvement, fact-based
approach to decision-making, and mutual benefit interrelationships

To et al. (2011) Public sector Focus on the customer, people participation, process approach,
management system approach, fact-based approach to decision-
making, and mutual benefit interrelationships

Prajogo (2011) Manufacturing and non- Implementation process

manufacturing sector

Management policies, plans and actions, customer focus, qualified

Singh (2008) Manufacturing sector employees, reliable suppliers, communication system, and stable
processes

Psomas & Fotopoulos Food companies Market benefits, customer satisfaction and quality improvement
(2010)
Source: Sumaedi & Yarmen (2015).

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Based on the above, this study reviews the impacts and benefits serving with quality generates important expenses in the
of the implementation of a quality management system (QMS) management process, which require the introduction of
in organizational performance. important changes in the cost behavior patterns, as well as in
their planning, measurement and control processes (Holleran,
Bredahl, & Zaibet, 1999; Reincheld & Sasser, 1990).
MATERIALS AND METHODS
The purpose of reducing costs associated with the manufacture
Design and provision of services is to improve productivity and
efficiency, as mentioned by Arauz & Suzuki (2004). This
Based on the proposed objective and considering the depth of
situation largely depends on the degree of motivation of human
the approach to the phenomenon, this research is considered talent, and according to this cost criterion, an increase in
descriptive and analytical. Likewise, it is bibliographic in profitability is generated from fewer reprocesses, customer
nature, as it analyzes specific literature on the subject.
complaints or material losses, as well as the minimization of
Instruments times in work cycles, through the effective and efficient use of
resources. This perspective is shared by Martinez-Costa et al.
The information collection instrument was the data record sheet (2008). Lo & Chang (2007) propose that this decrease in costs
applied to scientific articles in the most important databases in is also due to the elimination of errors and the reduction of
the world (for example, Scopus and ScienceDirect), used as reworking (reprocessing).
sources to collect data on the categories of interest. This
instrument allowed the registration and identification of This is re-defined by Goedhuys & Sleuwaegen (2013), who
information sources, as well as the collection of data or explain that this situation is caused by improvements in the
evidence. internal processes, which arise when all the components of an
organization not only know what they have to do but are also
oriented to do it, framed in a greater economic use. Singels et
RESULTS AND DISCUSSION al. (2001) suggest indicators to measure the performance of
production processes through the improvement of productivity,
Tarí, Molina-Azorín & Heras (2012) classify the benefits of this being one of the criteria to establish the impact obtained by
implementing a QMS as internal and external. Internal benefits implementing a quality management system. This is achieved
are related to job satisfaction and safety, absenteeism rate, mainly through the improvement of procedures (Pan, 2003;
worker salary, reliability of operations, on-time deliveries, Kaplinsky, 2010).
order fulfillment, error reduction, turnover inventory and cost
savings. On the other hand, external ones are associated with Likewise, efficiency is impacted by the improvement of the
customer satisfaction, the number of complaints and claims, internal organization, which is achieved through more fluid
repeat purchases, market share, sales per employee, and the communication, with defined responsibilities and objectives
performance of sales and assets. Some internal and external (Gotzanami & Tsiotras, 2002; Singh, 2008).
aspects considered in the review will be analyzed below. According to Hooshang & Lollar (2003), quality management
By way of illustration, prior to the review, it should be is successful if it provides benefits to the organization, such as
mentioned that some studies that relate the benefits and success fewer defects, reduction of rework and waste, lower
factors generated from the practices of quality management. inventories, employee satisfaction, situations that will lead to
Thus, Hietschold, Reinhardt & Gurtner (2014) identified 145 the efficiency of the system. In this same sense, Demuner
articles and Aquilani, Silvestri, Ruggieri a& Gatti (2017) found (2009) concludes that efficiency results from the formality that
103 articles related to this topic. is given through the reports that allow to follow up the
procedures in order to generate order and cleanliness, which is
evidenced in cost reduction. Goedhuys & Sleuwaegen (2013)
Efficiency highlight how quality management systems have had an impact
in countries where the institutional framework is especially
Among the aspects that stand out the most in the weak, being evidenced mainly in the reduction of operating
implementation of quality assurance systems is the reduction of costs.
internal inefficiencies of the organization, reduction of
development times for new products, production and costs in In accordance with the above, Martínez-Costa et al. (2008) state
general (Gotzamani & Tsiotras, 2002; Santos & Escanciano, that conditions such as internal motivation positively impact
2002). performance results, both for internal and external factors,
generating, among other aspects, increased productivity.
Taking the above into account, a quality management system
generates benefits, such as the reduction of inefficiency,
especially managerial inefficiency, which encourages Improvement in consumer satisfaction
organizations to adopt the principles of employee engagement
and participation, teamwork, training and organizational Aquilani et al. (2017) show that the customer approach has
culture (Tzelepis, Tsekouras, Skuras & Dirimas, 2006). gained importance in recent times in quality management
Likewise, efficiency is related to the costs incurred in the studies, in their different proposals. In general, quality
design, implementation, operation and maintenance of management systems are customer-oriented, since it relates to
continuous improvement processes. Moreover, producing or the objective of identifying and satisfying the current and

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emerging needs of consumers. organizational communication is another of the aspects

positively impacted.
Customer satisfaction as a result of the implementation of a
quality management system is positively impacted in aspects Finally, Martín et al. (2010) evidenced that improvement could
such as the handling and reduction of complaints and claims result from the behavior of the staff, which shows a greater
(Puerto, 2009; Zaramdini, 2007). On the other hand, Singels et feeling of belonging to the organization, a greater participation
al. (2001) concentrate this impact on the quality of the products. in the establishment of objectives, and is more active when it
Palacios (2015) suggests that responding to the customer's need comes to promoting teamwork.
for quality is in itself a contribution generated from the
application of a system. Other studies such as those of McAdam
& Mckown (1999), Gotzanami & Tsiotras (2002), Singh Profitability
(2008), and Casadesús & Karapetrovic (2005) have focused on
According to Fuentes, Montes & Fernández (2006) and Fuentes
this perspective.
& Torres (2012), the implementation of a quality management
According to Arauz & Suzuki (2004), customer satisfaction is system has a positive impact on the profitability of companies.
related to the purposes of Six Sigma, which among other It should be noted that profitability is understood as the relative
aspects highlights the timeliness and quality of the delivery of measure of profits. It is the comparison of the net profits
products and services. Likewise, Lo & Chang (2007) state that obtained in the company with the sales, with the investment
some of the external benefits, associated with customers, are made, and with the funds contributed by their owners (Morillo,
evidenced in compliance with the principles of total quality and 2001). This is generated as a result of increased income and
correspond to the understanding of current and future needs, decreased costs (Falicoff, 1997).
meeting their requirements and exceeding their expectations
Profitability requires, in part, the improvement of the internal
(see Martínez - Costa et al., 2008).
operation and the control of costs and expenses of the
Finally, Fanny et al. (2011) find that customer satisfaction is operation. This is very important for the sustainability of
obtained if there is satisfaction on the part of the employees, companies since profitability per se provides information on
and it is evidenced in aspects such as friendliness, the return on investments that have been made through the
understanding and good service. definition and use of liquidity and profitability indicators
(Medina, 2006). This is consistent with financial theory, since
if a company improves all its administrative management
Improvement in employee results processes, it increases the aforementioned indicators, which
means that the company has less risk of failing in financially
Result is synonymous with the words product, performance or
difficult situations in the short term as it has a better capacity to
achievement. In the latter case, results in employees should be
meet its financial obligations, which guarantees a better
understood as the improvement of job performance. In this
scenario for the company (Herrera, Mendoza & Morelos,
regard, job performance is the value that is expected to
2011). Faced with the issue of costs and their positive
contribute to the organization from the different behavioral
relationship resulting from the implementation of a quality
episodes that an individual carries out in a period of time.
management system, there are studies that share this type of
Likewise, Syr (2012) defines it as the behavior or actual
benefit, among which the following stand out: Lo & Chang
conduct of workers, both in the professional and technical order
(2007), Goedhuys & Sleuwaegen (2013), Carballo (2010),
and in interpersonal relationships.
Demuner (2009), Martinez-Costa (2008), Zaramdini (2007)
Arauz & Suzuki (2004) establish that one of the main impacts and Benner & Veloso (2008). The authors, additionally,
generated by the implementation of a quality management suggest that this cost reduction benefits from adequate process
system is related to the improvement of work performance, one management that is positively affected by the use of
of the main aspects being the motivational nature. In this sense, technology.
they classify organizations according to their size and conclude
Improving financial performance, as expressed by Corbett et al.
that this motivation is an approach adopted during construction
(2005), is in fact an impact of the implementation of a quality
by both small, medium and large corporations.
management system, as it is the rigorous and comprehensive
On the other hand, Kaziliunas (2010) states that the main manner of its implementation that generates these contributions
benefit of the quality management system is concentrated to the organization. Tari Guilló et al. (2012) and Fontalvo, de
internally and is given by the degree of motivation of human la Hoz & Vergara (2012) have established that certified
talent, which influences operational processes. This idea is companies present more sales, an aspect that affects the
shared by Martínez-Costa et al. (2008), Lo & Chang (2007), profitability of the company.
Rodríguez- Escobar et al. (2006) and Zaramdini (2007). In the
Likewise, O'Neill, Sohal & Teng (2016) demonstrated that the
case of the latter, and in addition to the motivational aspect, the
company's quality management orientation provides a
impact is evidenced through the retention of the workforce and
statistically significant financial performance advantage (and
a better work environment. Likewise, a quality management
by survival inference) over those that are not dedicated to
system promotes a greater experience for the people involved
quality management. The research is a significant addition to
in its implementation and maintenance than those who are not
the financial performance-quality literature and provides a way
involved, which means that labor competencies are
forward for the use of two new financial indices as performance
strengthened. Casadesús & Karapetrovic (2005) identify that
measures.

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Finally, Kumala & Rosyidi (2020) and Busu (2019) revealed Other studies suggest that the implementation of a quality
that TQM competency design, together with new products and management system, the result of internal improvement
the just-in-time inventory system, have been positively through the processes, commitment and greater participation of
associated with the financial performance of manufacturing employees, allows the fulfillment of the value promise, which
companies, in other words the practices of quality management achieves an increase in customer satisfaction, promoting more
added to other organizational aspects positively impact sales and consequently greater market share (Fonseca, 2015).
business profitability. This market share is backed by higher levels of trust on the part
of suppliers, guaranteeing quality in the supply of inputs that
have an impact on higher levels of products delivered to
Internal improvement customers (Huertas, 2009).
For Hackman & Wageman (1995), quality management Another aspect that stands out in greater participation in the
practices allow the permanent search for opportunities to market is the innovation evidenced in the generation of
develop better methods to carry out work in the company, that products, such as in the provision of services (García-
is, it allows internal improvement and adjustment of the Fernández, 2016).
respective processes.
Continuous improvement is the set of recurring activities to
Image improvement
improve the performance of processes (NTC-GP 1000: 2009).
As mentioned above, the main benefits and results derived from By consensus, authors have established that the implementation
the implementation of a quality management system are of of a quality management system improves the image of
internal origin, especially those related to the improvement of companies, although the mere implementation, if not
processes (Singh, 2008; Pan, 2003; Kaplinsky, 2010; accompanied by subsequent activities, can distort and dissipate
Gotzamani & Tsiotras, 2002; Simón Martín et al., 2010; the gains obtained in image Fa & Saizarbitoria (2005), making
Carmona-Calvo, 2016; Lo & Chang, 2007; Rodríguez-Escobar it more competitive and achieving business success by
et al., 2006). Additionally, Simón Martín et al. (2010) establish positively impacting the organizational image (Formoso,
that the improvement in the management of processes occurs 2011).
especially in their coordination.
When a quality management system is implemented in a
The attributes in the improvement of the processes, such as proactive way, it can act as a "foundation" on which a quality
greater reliability of the processes, shorter response time, institution is built, which is transmitted to stakeholders in
inventory reduction, improvement in processing. Other authors accordance with what Terziovski, Samson & Dow stated
concentrate the improvement in the internal operation in the (1997). On the other hand, the generation of trust in both
definition of responsibilities and the measurement of their suppliers and clients, in those cases where the sector demands
performance (Michelena-Fernández, 2011; Fontalvo, de la Hoz it, is a sign of improvement of the business image (Lee, 1998;
& Vergara, 2012), as well as in their documentation (Fonseca, Magd & Curry, 2003; Lo & Chang, 2007; Zaramdini, 2007).
Muñoz & Cleves, 2015).
Although it has been identified that quality management
Yusr, Mokhtar, Othman & Sulaiman (2017) found empirical systems seek a comprehensive improvement of companies,
evidence that supports a positive and significant impact of the some studies have shown that the main cause of their
practice of TQM and internal innovations in organizational implementation is the improvement of quality, which is the
processes. García-Fernández (2016) highlights that the result of competition pressure (Rodríguez-Arnaldo, 2014).
definition of responsibilities goes hand in hand with knowledge
An improvement in the provision of services, higher levels of
management, empowerment and teamwork, a situation that
customer service, exceeding expectations, guaranteeing their
results in the improvement of processes through innovation.
satisfaction and reducing the number of complaints are
elements that influence the improvement of the institutional
Market share image, aspects that are highlighted by Brea (2015).

As a result of their implementation, and especially when a

certification of the system is obtained, quality management Improved competitive advantage
systems have allowed enhancing the capacities of
organizations, and as a consequence, the certified companies Vellojin (2006) argues that competitive advantage arises from
have improved their business. Among other aspects, they have the value that a company is capable of creating and offering its
allowed expanding their participation in the market (Zaramdini, buyers and that exceeds the cost of that company to create it. In
2007). On the other hand, when a quality management system this sense, it is clear that the competitive advantage is an
presents a high orientation to external factors such as customer organizational capacity to satisfy the needs of their consumers.
satisfaction, inclusion of new products and improvement in In this way, the competitive advantage comes from the ability
distribution logistics, there is a higher impact in greater to meet consumer needs more effectively, with products or
customer loyalty (Fikru, 2014; Singh, 2008; Rodríguez- services that are highly appreciated by consumers, or more
Escobar et al., 2006; Lo & Chang, 2007). Additionally, these effectively, at a lower cost (Chienwattanasook &
customers acquire greater trust towards companies (Formoso, Jermsittiparsert, 2019; Yanya & Mahamat, 2020; Tortorella,
2011). Giglio, Fogliatto & Sawhney, 2019).

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Quality management systems allow companies to insert The search for suppliers within the management system gives
themselves in an increasingly globalized world. However, this information to the organization to learn more about the market
occurs if there is awareness of its benefits and not the desire for and establish greater cooperation channels (Ros, 2001). Flores
certification. Abraham et al. (2000), in this sense, highlight that & Salgado (2010) identifies another benefit when establishing
the implementation of a quality management system can that a management system that generates awareness of external
become a competitive advantage, an idea also supported by benefits is aimed at generating alliances with suppliers. In fact,
Rodriguez-Escobar et al. (2006), Sigh et al. (2005), Lo & in some countries, the integration of producers with suppliers
Chang (2007), Zaramdini (2007) and Michelena-Fernández has become a public policy that seeks benefits from both parties
(2011). Part of this competitive advantage is due to internal through the implementation of management systems. An
factors associated with the improvement of processes and the example of this can be seen as the governments of Brazil and
increase in productivity, as expressed by Carmona-Calvo Chile have initiated and supported projects that aim to promote
(2016). Tarí (2000) identifies the integration of materials, the use of quality management techniques in certain groups of
machines, methods, human resources and organization as companies that make up the production chain. For example, the
elements associated with competitive advantage, stating that Chilean Government projects aim to organize activities related
although external factors can make the degree of to quality assurance in the network of suppliers and
competitiveness, it is not the same for all organizations. subcontractors of a large company, thus creating conditions that
However, it is the internal factors stated and therefore the way benefit both (Schuurman, 1998).
of acting in the company that allows it to achieve a competitive
Finally, the implementation of a quality management system
advantage.
allows organizations to establish processes and procedures for
Another aspect in which the competitive advantage stands out the selection of suppliers, some of which are governmental. In
occurs from the point of view of the clients when they perceive this sense, the impact is given both from the documentary point
quality in the provision of services and products. Consequently, of view, and from the compliance with legal provisions
they prefer these to those of the competition. In this sense, the (Osorio, Arango & Ruales, 2013). In summary, quality
competitive advantage occurs at lower costs and lower value, management, within the production process, must develop
as mentioned by Tarí-Guilló (2000). closer relationships with suppliers (Park, Shin, Chong and Park,
2010) because, according to statistical data, about fifty percent
Another factor that can make a management system an element
of nonconformities in organization is due to faulty input
of competitive advantage is the application and innovative
materials and resources. In this logic, the relationship between
integration of quality objectives to goals and processes and
supplier and buyer is one of the most important parts of the
procedures, as well as actions that guarantee organizational
quality improvement process (Kannan & Tan, 2006;
sustainability (Rodríguez, 2009).
Vermeulen et al., 2020).

Improved relationships with suppliers

Improvement in the quality of products and services
The relationship with suppliers is the phenomenon of
strategically planning and managing the interactions of Yusr et al. (2017) and Yusr (2016) evidence in manufacturing
organizations with third parties that provide goods and / or companies, the relationship between quality management
services (products) to maximize the value of those interactions systems, specifically in TQM practices, and innovative results
(Vermeulen, Jan-Harm, Sukdeo & Kruger, 2020). in products especially. The improvement of the quality of
products and services is benefited by innovation through
The Technical Standard of Quality in Public Management research in those organizations where the impact of a quality
identified as NTCGP 1000: 2009 and ISO 9001: 2008 management system is focused on external factors (Ortiz,
establishes that the entity must evaluate and select suppliers 2013).
based on an objective selection and based on their ability to
supply products and/or services, in accordance with the Another benefit in terms of improving the quality of products
requirements previously defined by the entity. Precisely, these or services as stated by García, Brea & Del Rio (2013) and Van
criteria generate certain complexity to the process since their Trang & Do (2020) comes from a better knowledge of customer
nature in most cases is eminently subjective. Hence, there are expectations, that is, the wishes of consumers since service
significant differences in the qualification of a supplier, which quality is a relative concept, which is determined by the
depends on who is carrying out the evaluation (Umaña & difference between the perceptions and expectations that the
Osorio, 2006). customer has and the level at which the company manages to
satisfy them. Likewise, the improvement in the provision of
Among the benefits identified as a result of the implementation services is caused by the fulfillment of previously documented
of a quality management system in customer relations standards, as well as in the timeliness and consistency in their
enunciated are: description and detailed documentation of the provision (Aguirre-Gas, 2008) and in the levels of trust that
different steps and activities that involve suppliers, their services and products generate in customers (Rave & Mesa,
integration with technology, and the consolidation of records of 2014).
the evaluations carried out. Zaramdini (2007) considers the
integration capacity as a good thing, as well as the tools within
the system established to measure the performance of suppliers.

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CONCLUSIONS 7(10).
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on organizations and their performance in different aspects. In la calidad: un estudio en empresas del sur de España y
this regard, one of the most relevant is its impact on the norte de Marruecos. European Research on Management
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reprocessing, customer complaints or loss of materials, as well lost some of its lustre? A longitudinal impact studies.
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customer satisfaction is defined as the customer's perception of Management, 25(6), 580e596.
the degree to which their requirements have been met. In that
[9] Corbett, C.J., Montes-Sancho, M.J. & Kirsck, D.A.
sense, customer satisfaction causes a decrease in complaints
(2005). The financial impact of ISO 9000 certification in
and claims.
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improvement of the internal operation and the control of costs [10] Chienwattanasook, K. & Jermsittiparsert, K. (2019).
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correctly implemented quality management system. And, as management on organizational performance of
mentioned above, the main benefits and results derived from pharmaceutical SMEs in Thailand with moderating role
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