[ Intensité de la démarche qualité et la performance à caractère organisationnel des entreprises : cas des PME marocaines ]
Volume 25, Issue 2, July 2016, Pages 550–561
Abdelhadi DARKAOUI1 and Hammou AZOUZOU2
1 Département Sciences de gestion, Laboratoire de recherche L-QUALIMAT,Faculté des sciences juridiques, économiques et sociales, Université CADI AYYAD, Marrakech, Morocco
2 Département Sciences de gestion, Laboratoire de recherche L-QUALIMAT,Faculté des sciences juridiques, économiques et sociales, Université CADI AYYAD, Marrakech, Morocco
Original language: French
Copyright © 2016 ISSR Journals. This is an open access article distributed under the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.
A literature review around the establishment and management of the quality and specificities for SMEs, highlight the effective existence of different intensities of quality approaches that divide SMEs, at least, into two categories; a first group of SMEs implementing ISO 9001 by launching into a global and committed approach, called proactive quality approach, and a second group only seeking minimalist certification as end in itself called reactive quality approach, to meet the extern requirement. The lack of unanimity on the impact of these quality management models on the organizational performance of SMEs justifies that research on this topic are still valid. This research aims to find out whether and how the intensity of the quality approach she contributes to the continuous improvement of organizational performance of Moroccan SMEs. The exploratory qualitative study reveals that the adoption of different models of quality approach impacts differently the social, structural and operational dimensions of organizational performance of Moroccan SMEs.
Author Keywords: Quality management intensity, reactive quality management, proactive quality management, organizational performance, ISO 9001 certification, SMEs.
Volume 25, Issue 2, July 2016, Pages 550–561
Abdelhadi DARKAOUI1 and Hammou AZOUZOU2
1 Département Sciences de gestion, Laboratoire de recherche L-QUALIMAT,Faculté des sciences juridiques, économiques et sociales, Université CADI AYYAD, Marrakech, Morocco
2 Département Sciences de gestion, Laboratoire de recherche L-QUALIMAT,Faculté des sciences juridiques, économiques et sociales, Université CADI AYYAD, Marrakech, Morocco
Original language: French
Copyright © 2016 ISSR Journals. This is an open access article distributed under the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.
Abstract
A literature review around the establishment and management of the quality and specificities for SMEs, highlight the effective existence of different intensities of quality approaches that divide SMEs, at least, into two categories; a first group of SMEs implementing ISO 9001 by launching into a global and committed approach, called proactive quality approach, and a second group only seeking minimalist certification as end in itself called reactive quality approach, to meet the extern requirement. The lack of unanimity on the impact of these quality management models on the organizational performance of SMEs justifies that research on this topic are still valid. This research aims to find out whether and how the intensity of the quality approach she contributes to the continuous improvement of organizational performance of Moroccan SMEs. The exploratory qualitative study reveals that the adoption of different models of quality approach impacts differently the social, structural and operational dimensions of organizational performance of Moroccan SMEs.
Author Keywords: Quality management intensity, reactive quality management, proactive quality management, organizational performance, ISO 9001 certification, SMEs.
Abstract: (french)
Une revue de littérature autour du sujet de la gestion de la qualité et ses spécificités pour les PME, met en évidence l’existence effective des démarches qualité d’intensités différentes qui divisent les PME, au moins, en deux catégories ; des PME mettant en place des normes ISO 9001 en se lançant dans une démarche globale et engagée, baptisée Démarche qualité proactive, et un deuxième groupe cherchant seulement une certification minimaliste comme fin en soi baptisée Démarche qualité réactive, pour répondre à des exigences externes. L’absence d’une unanimité de l’impact de ces modèles de gestion de la qualité sur la performance organisationnelle des PME justifie que les recherches sur cette thématique restent toujours d’actualité. Cet article a pour objectif de montrer dans quelle mesure et comment l’intensité de la démarche qualité impacte-t-elle la performance des entreprises. L’étude qualitative exploratoire effectuée révèle que l’adoption de modèles différents de démarche qualité impacte différemment les dimensions sociale, structurelle et opérationnelle de la performance organisationnelle des PME marocaines.
Author Keywords: Intensité de la démarche qualité, démarche qualité réactive, démarche qualité proactive, performance organisationnelle, certification ISO 9001, PME.
How to Cite this Article
Abdelhadi DARKAOUI and Hammou AZOUZOU, “Intensity of the quality approach and organizational performance of Moroccan enterprises : case of Moroccan SMEs,” International Journal of Innovation and Scientific Research, vol. 25, no. 2, pp. 550–561, July 2016.
