Key Success Factors of ISO 9001 Implementation for Small Medium
Enterprise: Systematic Literature Review
Darmawan Napitupulu
1
1
Indonesian Institute of Sciences, Tangerang Selatan, Banten, Indonesia
Keywords: SMEs, Quality Management System, Key Success Factor, Synthesize, Meta-Ethnography
Abstract: The Small Medium Enterprises or SMEs found hard challenge to implement the quality management system
especially ISO 9001. Although ISO 9001 is general and can be applied in all types of organizations
including SMEs, many obstacles were still faced by SMEs such as limited resources, low of knowledge,
inadequate HR competencies until lack of budget. The purpose of study is to synthesize various key success
factors in implementing the ISO 9001 for SMEs context. The studies on the key success factors of ISO 9001
implementation in SMEs have been widely carried out but they are still scattered in various articles in
journal or conference and there has been no agreement regarding the factors considered important in SMEs.
The method used in this study is qualitative method with the Meta-Synthesis approach. The results show
125 metaphors and total of 20 Key Success Factors that should be adopted by SMEs in order to support the
successful implementation of ISO 9001.
1 INTRODUCTION
At the end of 2015 is a new history for the
Indonesian economy. This is due to the
commencement of the era of the ASEAN Economic
Community (AEC) wherein the MEA products from
ASEAN countries will be free to enter other ASEAN
countries. This condition is both an opportunity and
a challenge for businesses in Indonesia, especially
small medium enterprises (SMEs) which have been
the backbone of the Indonesian economy even
during the monetary crisis of 1998. To be able to
compete with products from within and outside the
country, SMEs need to show their superiority.
Quality improvement of products/services is
absolutely necessary so that SMEs can have a
competitive advantage. Good products/services can
only be produced through good internal
organizational processes so that ultimately can
increase stakeholder satisfaction.
The application of quality management
principles is needed to ensure the quality of the
process, which in turn will affect the quality of
products/services offered by SMEs. Therefore,
strengthening management in SMEs is absolutely
necessary. In other words, the principle of quality
management is an important factor in organizational
management. One of the most adopted
organizational strategies is to implement the ISO
9001 as Quality Management System or QMS
(Muafi and Nilmawati, 2011). ISO 9001 is a
framework that can be used to identify and manage
all business activities or processes that have an
impact on product/service quality (Poksinska,
Dahlgaard and Antoni, 2002). In other words, ISO
9001 aims to provide quality assurance of
products/services through improved quality
management practices provided. ISO 9001 is a
quality management system standard issued by the
world standardization body The International
Organization for Standardization (ISO) which is
generic, can be applied to all government and private
organizations and even non-profit organizations.
ISO 9001 is also flexible to be applied at all levels of
organizational management. ISO has been
implemented in more than 162 countries because it
is considered proven to be able to provide significant
benefits in improving organizational performance.
The intended performance includes organizational
productivity, improved work procedures, increased
trust in organizational quality, improved corporate
image and customer satisfaction (Brown, Van der
Wiele and Loughton, 1998; Poksinska, A.E. Eklund
and Dahlgaard, 2006). Brown (1998) also added that
the benefits obtained were not only improving the
quality of products/services but improving internal
management and awareness of the importance of
quality. In other words, organizations that are able to
implement a quality management system in
Napitupulu, D.
Key Success Factors of ISO 9001 Implementation for Small Medium Enterprise: Systematic Literature Review.
DOI: 10.5220/0009491300050012
In Proceedings of the 1st Unimed Inter national Conference on Economics Education and Social Science (UNICEES 2018), pages 5-12
ISBN: 978-989-758-432-9
Copyright
c
2020 by SCITEPRESS – Science and Technology Publications, Lda. All rights reserved
5
accordance with the organizational context will
benefit from ISO 9001 QMS including SMEs.
There are several definitions of SMEs based on
asset and turnover categories. According to Law No.
20 of 2008 concerning SMEs, each category has
limitations, namely small organization is an
individual business or business entity that has assets
of less than 500 million and turnover is less than 2.5
billion while medium-sized businesses have assets
of less than 2.5 billion and turnover is smaller than
50 billion. Meanwhile, the definition of SMEs is
based on the number of workers according to the
Central Statistics Agency (BPS), namely small
businesses have 5 to 19 workers while medium-sized
businesses with 20 to 99 workers. Limitations of
SMEs in terms of assets and human resources have
created their own challenges in the effort to
implement QMS ISO 9001.
Based on some literature, not a few SMEs face
difficulties in applying and obtaining ISO 9001
QMS certification (Mo and Chan, 1997; Brown, Van
der Wiele and Loughton, 1998; Yuwono, Zakaria
and Panjaitan, 2012; Anholon et al., 2017). The
number of obstacles that are owned by SMEs,
especially internal barriers become problems in the
application of ISO 9001 such as Not enough
knowledge about ISO 9000 and quality
management, lack of resources, lack of strategic
thinking and also inappropriate motivation (Brown,
Van der Wiele and Loughton, 1998; Poksinska,
2007; Xydias-
2017). Undeniably, many SMEs are encouraged to
obtain ISO 9001 certification because of marketing
needs in the form of customer demands that make
ISO 9001 certification as one of the requirements
(Brown, Van der Wiele and Loughton, 1998; Barros,
Sampaio and Saraiva, 2014). SMEs get strong
pressure from outside the organization, especially
customers and government agencies. Several studies
show that many organizations request that suppliers
have ISO 9001 certification (Poksinska, Dahlgaard
and Antoni, 2002; Lo, Yeung and Cheng, 2009).But
with this motivation the organization lacks
commitment to standards and only focuses on
obtaining its certification so that it tends to ignore
the implementation process which in turn does not
produce any improvement for the organization
(Barros, Sampaio and Saraiva, 2014).
Another problem is the assumption that ISO
9001 is not appropriate for SMEs. This is because in
achieving its objectives, organizations tend to
categorize themselves as organic organizations that
emphasize the important role of individuals. As a big
role, the owner is involved and there is no clear
division of labour and procedures for the staff as a
result of the staff being too busy with their work and
not doing improvement of the system. Whereas ISO
9001 generally views organizations as forming
mechanistic organizations that emphasize the
important role of procedures. This is rarely found in
SMEs (Lunenberg, 2012).
Departing from the above problems, it does not
mean that SMEs are unable to implement ISO 9001
QMS at all. In the initial survey, researchers found
several SMEs took the initiative to implement the
QMS until they successfully obtained ISO 9001
QMS certification. This study aims to identify
important factors (Key Factors) which has an effect
on the successful implementation of ISO 9001.
Researchers have conducted a literature review of
previous research which has proposed various Key
Factors for succeeding with ISO 9001 standards for
SMEs (Bounabri et al., 1954; Rahman, 2001;
Poksinska, A.E. Eklund and Dahlgaard, 2006;
Psomas, Fotopoulos and Kafetzopoulos, 2010;
Kaziliunas, 2010; Al-Najjar and Jawad, 2011; Fard,
Naha and Mansor, 2011; Khanna, Sharma and
Laroiya, 2011; Matsoso and Benedict, 2015; Psomas
and Antony, 2015; Ismyrlis, Moschidis and Tsiotras,
2015; Mardani et al., 2015; Douglas et al., 2017;
Gopal and Attri, 2017; del Castillo-Peces et al.,
2018) but the literature is spread in various journals
and proceedings. As a result, there is no agreement
and a complete picture, especially about key factors
that affect the successful implementation of ISO
9001 at the level of SMEs in Indonesia.
This study aims to identify a variety of Key
Factors that influence the success in the application
of ISO 9001 QMS in the context of SMEs through
synthesis process. Key Factors in this study are
called Key Success Factors (KSF). The contribution
of this research indicated that it was successfully
used a qualitative Meta-Ethnography approach
where previously it had never been used to obtain
KSF in the application of ISO 9001 in SMEs. In
addition, contributions are given by producing KSF
that are generic so that they can be adopted by
various types of SMEs.
2 METHODS
The method used in this research is Meta-Synthesis
which is an approach to integrating qualitative
studies. Meta-Synthesis is part of the Systematic
Review used to distinguish it from the quantitative
approach to Meta-Analysis (Urquhart, 2011). Meta-
Synthesis is an interpretive analytical technique that
UNICEES 2018 - Unimed International Conference on Economics Education and Social Science
6
enables researchers to identify specific research
questions, select and assess relevant sources,
summarize and combine qualitative findings from
previous research so that a better understanding of a
particular phenomenon can be obtained while
answering research questions. In other words, Meta-
Synthesis is a technique used to accumulate
knowledge from qualitative research where a series
of processes is carried out, especially the process of
synthesis and interpretative meaning. When Meta-
Analysis is aggregating and averaging findings so
that different results can be considered the same, the
Meta-Synthesis approach produces comprehensive
and interpretive findings and a more in-depth
meaning. In Meta-Analysis, the data used is
quantitative data in large numbers with statistical
calculations to then be analyzed to produce general
conclusions (generalizations). Meta-Analysis is not
suitable for small data samples (Glass, 2012). While
Meta-Synthesis emphasizes the unique search of
each individual study both from significant and non-
results in order to produce refined theory, extended
even new theories or knowledge (Napitupulu, 2016),
not for generalization purposes (Britten et al., 2002).
In this study, the authors are interested in the
study of the successful implementation of ISO 9001
at the level of Small Medium Enterprise (SMEs) and
intend to synthesize key factors that influence
successful implementation of ISO 9001 in SMEs. As
stated that studies related to key factors have been
carried out and spread in various journal or
conference articles but there has been no mutual
agreement and complete understanding of these
factors. In addition, most of these articles are
qualitative so that the Meta-Synthesis technique is
very suitable to be applied to research in order to
produce comprehensive findings.
Meta-Synthesis can be broadly categorized as an
integrative and interpretative approach. In this study,
the Meta-Ethnography approach was adopted
because the synthesis process was intended to re-
interpret it rather than summarize such an integrative
approach (Campbell et al., 2011).
Meta-Ethnography is also the method most
widely cited by other researchers. Meta-
Ethnography approach is a form of synthesis of
interpretive and inductive qualitative knowledge.
Meta-Ethnography is an attempt to overcome
limitations or weaknesses in aggregative techniques
because it does not provide an explanation for the
findings. As a result, the results of the synthesis do
not give researchers an idea of what is wrong and
what can be done later (Britten et al., 2002). Meta-
Ethnography is consistently applied in 7 steps as in
Figure 1 below:
Figure 1: Meta-Ethnography Phase (Campbell et al., 2011)
Based on Figure 1 above, there are 7 phases of
Meta-ethnography which can be divided into four
major parts, namely selecting studies, translating,
synthesizing and reporting. Selecting studies include
phase 1 (getting started) to phase 3 (reading the
studies), translating including phase 4 (determining
how studies are related) and phase 5 (translating the
studies into one another), synthesizing includes
phase 6 (synthesizing translations) and reporting is
the last phase, expressing the synthesis or reporting
synthesis results. However, the translation and
synthesis process can actually be carried out in
parallel (Campbell et al., 2011). Another advantage
of Meta-Ethnography is that it is possible to take
concepts that are often implicit to be linked together
and arranged to complement or become a theory that
has new meaning (Greenwood and Smith, 2016).
3 RESULT & DISCUSSIONS
In this section, 7 steps of Meta-Ethnography were
carried out as illustrated in Figure 1 as follows
(Campbell et al., 2011):
1. Getting Started. At this stage, we identify
qualitative research that might inform. The topic
of interest in this study has been determined,
namely the Key Success Factors of ISO 9001
implementation at the level of SMEs.
2. Describing what is relevant to initial interest.
At this stage, the search process was carried out
on various cross studies that were relevant to the
topic of interest in this study. The data source
that is the basis of the search is an electronic
database where most of the data (journals or
proceedings) come from a reputable database of
scopus and science direct. Articles Journals or
proceedings selected at this stage also mostly
come from large publishers such as Emerald,
Taylor and Francis, elsevier, Wiley, etc. This is
Key Success Factors of ISO 9001 Implementation for Small Medium Enterprise: Systematic Literature Review
7
to provide a level of confidence in the quality of
the articles involved in this Meta-Ethnography
study. The article search process in this study
uses three combined keywords, namely success
factor, ISO 9001 and SMEs so as to produce
initially 48 journal articles and proceedings that
are relevant to the topic of interest as in Figure
2. However, after going through the filter
process, the remaining number of articles is
only 17 that will be involved in the next stage.
The screening process from the electronic
database source includes duplication, title and
abstract as well as content and conclusions. In
other words, the articles involved are only those
that are really significantly related to the topic
of interest, in addition to paying attention to
several criteria, namely qualitative studies, data
collection and analysis methods clearly
explained, the results obtained with a clear plot
and evidence adequate.
Figure 2: Article Searching & Filtering Process
3. Reading the studies. At this stage, the articles
that have been obtained are re-read and
reviewed as well as marking the key concepts
that emerged from 17 cross-studies. The
metaphor in this study is in the form of Key
Success Factors identified in each article.
Based on the results of the identification, there
were 125 key concepts which can be presented
in Table 1 as follows:
Table 1: Key Success Factor Cross Studies
N
o
Key Success Factors
Sources
1
1.Meeting Customer Needs & Expectation
(Psomas,
.
2.Continuous Improvement of Process &
Product Quality
Fotopoulos
and
Kafetzopou
los, 2010)
3.Improvement of Company Image
4.Equipment & Infrastructure required
5.Commitmen & Support of Senior
Management
6.Employee Involvement & Commitment
7.Employee Training in requirement of the
quality standard
8. Know-how of Employees
9. Employee Acceptance of required changes
10. Number of Employees
11. Volume of paper work
12. Financial resources required
13. Pressure from competitor
14. Customer pressure
15.Involvement of government authorities
2
.
1. Customer Management
(del
Castillo-
Peces et al.,
2018)
2. Financial
3. Requirement to compete in the sector
4. Participation in work teams
5. Improve overall efficiency
6.Establishment of responsibilities and rules
7.Improvement coordination with supplier
3
.
1. Leadership
(Rahman,
2001)
2. Strategy & Planning
3. Employee Empowerment &
Involvement
4. Employee Training & Development
5. Customer Management
6. Customer Satisfaction
7. Information & Analysis
8. Design quality management
9. Process control
4
.
1. Top Management Commitment
(Al-Najjar
and Jawad,
2011)
2. Employee Readiness
3. Financial Resource
4. Human resource
5. Employee training programs
5
.
1. Top Management Leadership
(Khanna,
Sharma and
Laroiya,
2011)
2. Human resource management
3. Supplier quality management
4. Process management
5. Training
6. Customer focus
7. Role of quality department
8. Use of IT
6
.
1. Top management commitment
(Poksinska,
A.E.
Eklund and
Dahlgaard,
2006)
2. Involvement all organizational members
3. Employee training
4. Internal Motivation
5. Dedicated & Knowledgeable Quality
Manager
7
.
1. Commitment & Involvement of
management
(Ismyrlis,
Moschidis
and
Tsiotras,
2015)
2. Customer Focus
3. Appropriate training and education of
the staff at all levels
4. Existence and assurance of all the
adequate resources for implementing the
system
8
.
1. Leadership
Fard &
Mansor
(2011)
2. Customer Focus
3. Employee Focus/HRM
4. Performance Measurement
5. Process Management
6. Supplier relationship
7. Training & Education
n=15
Searching
Articles
Duplication
Articles included
in Synthesis
Filter Title &
n=7
Filter Body &
n=6
UNICEES 2018 - Unimed International Conference on Economics Education and Social Science
8
8. Employee Involvement
9
.
1. Top management commitment
Ismail &
Ebrahimpo
ur (2003)
2. Customer focus
3. Information & Analysis
4. Training
5. Supplier management
6. Strategic planning
7. Employee involvement
8. HRM
9. Process Management
10. Teamwork
11. Product & Service design
12. Process control
13. Benchmarking
14. Continous Improvement
15. Employee empowerment
16. Quality Assurance
17. Social Responsibilty
18. Employee satisfaction
1
0
.
1. Internal Motivation
(Kaziliunas
, 2010)
2. Reward system
3. Teamwork
4. Continuous Improvement
5. Measurement of Performance
6. Communication
7. Audit
1
1
.
1. Communication
(Gopal and
Attri, 2017)
2.Top Management Commitment
3. Training & Education
4. Employee Support & Involvement
5. Teamwork
6. Motivation
7. Internal Audit
1
3
.
1. Communication
(Bounabri
et al.,
2018)
2. Top Management Commitment
3. Training
4. People Acceptance
1
4
.
1. Leadership
(Matsoso
and
Benedict,
2015)
2. Process Control
3. Customer Orientation
4. Resource
5. Employee involvement
6. Employee Training
7. Use of IT
8. Supplier Relations
9. Team Building
10. Benchmarking
1
5
.
Motivation Internal & External
(Juanzon
and Muhi,
2017)
1
6
.
1. Continuous Improvement
(Mardani et
al., 2015)
2. Strategic Planning
3. Team Working
4. Process Management
5. Customer Focus
6. Employee empowerment
7. Employee Involvement
8. Leadership
1
7
.
1. Know how & Knowledge
(Sahoo and
Yadav,
2017)
2. Commitment of Management
3. Enough Budget
4. Employee acceptance
5. Training
6. Enough time
4. Determining how the studies are related.
Based on Table 1 above, the relationship
between one study and another will be
determined. Noblit & Hare (1988) recommends
coding each key concept (metaphor) so that
translation is easy to do in the next stage. As an
example of the key concept in the first reference
(Psomas, Fotopoulos and Kafetzopoulos, 2010),
the Customer Needs & Expectation Meeting is
given code 1.1; Continuous Improvement of
Process & Product Quality 1.2; and Know-how
of Employees 1.8. Likewise also the second
reference (del Castillo-Peces et al., 2018), there
is a key concept (metaphor) that is Customer
Management is given code 2.1; Financial has
code 2.2; Requirements to compete in the sector
are given code 2.3, and so on for other key
concepts. Based on Table 1, it can be seen that
the key concepts between a study and another
have many similarities that can be translated
(Britten et al., 2002; Campbell et al., 2011).
5. Translating the studies into one another.
In this stage, the researcher translates and
synthesizes parallel meaning by looking at the
relationship between studies where key concepts
that have similarities will be synthesized and
those that do not have similarities will be
integrated. In translating and synthesizing,
researchers first understand each key concept
(metaphor). For example, Fard & Mansor
(2011) identified one of the key concepts is
"Training & Education" which is defined as a
company's training and education support the
improvement of employee knowledge and
capability. Bounabri et al (2018) stated that one
of the metaphors is "Training" which is
explained as a form of improving employee
competence in completing tasks related to the
ISO 9001 quality management system. Khanna
(2011) also mentions one of the key concepts
that is "Training" which is appropriate training
and education of employees to improve their
knowledge and skills. From the three key
concepts, there are similarities in the essence of
training and education that enhance the
capability of employees in carrying out work
according to the demands of the ISO 9001.
Therefore, based on the level of similarity of
meaning of the metaphor, synthesis of the three
key concepts can be made a new key concept
that is "Training & Development". This key
concept is the result of an in-depth interpretation
of the key concepts of cross-study. This was
also done in the whole study in the same way.
6. Synthesizing the translations & Expressing
the synthesis. At this stage, the synthesis
Key Success Factors of ISO 9001 Implementation for Small Medium Enterprise: Systematic Literature Review
9
results that have been carried out in the
previous stage are expressed where the
synthesis process is carried out with a deep
interpretation of each key concept, namely
Key Success Factors (KSF) of ISO 9001
Implementation at the level of SMEs. Overall
expression results of 20 KSF ISO 9001
implementation at the level of SMEs based on
Meta-Ethnography approach as presented in
Table 2.
Table 2: New Expression of Key Success Factors
Based on Table 4 above, the KSF Implementation of
ISO 9001 at the level of SMEs can be seen that the
overall KSF obtained is relevant to the context of
ISO success in SMEs. Therefore, KSF generally
needs to be adopted by SMEs to improve the success
of implementing ISO 9001 in their environment.
4 CONCLUSIONS
Based on the research that has been conducted can
be drawn that the research has obtained 20 Key
Success Factors that influence ISO 9001
implementation in the context of SMEs. The
contribution of this study is the successful
demonstration of using Meta-Ethnography
qualitative approach that never been used before to
synthesize the Key Success Factors (KSF) especially
in the study of ISO 9001 for SMEs. In addition,
another important findings as contribution of this
paper are generating KSF that are general in nature
(generic), especially in the implementation of ISO
9001 for SMEs, thus they could be adopted by any
type of SMEs. In the future, the research needs
empirical research for validating and implementing
KSF in Indonesian SMEs.
ACKNOWLEDGEMENTS
The author would like to thank for Kedeputian Jasa
Ilmiah especially Metrology Research Center of
Indonesian Institute of Sciences that have supported
the research funding based on Priorital Nasional
Grant in 2018.
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UNICEES 2018 - Unimed International Conference on Economics Education and Social Science
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