Purpose The purpose of this paper is to explore the patterns with which ISO 9000:2000 was implemented in service organizations, and to examine the performance outcomes and contextual factors which are associated with different ISO 9000:2000 implementation patterns. Design/methodology/approach Based on a literature review of quality management practice, a questionnaire was developed based on quality management principles of ISO 9000:2000 and three propositions. The propositions were tested using responses from managers or executives in 45 service organizations. Findings Cluster analysis shows that there are two markedly different ISO 9000:2000 implementation patterns among sample organizations. The analysis results also indicate that organizations with different ISO 9000:2000 implementation patterns performed differently in the two outcomes analysed. Research limitations/implications Managers in service organizations must realize that ISO 9000:2000 is capable of generating a competitive advantage only if top management is fully committed to the program implementation from a strategic perspective. Originality/value The paper contributes to the literature by offering new insights on the implementation patterns of ISO 9000:2000 in service organizations and their relationships with performance outcomes and contextual factors.
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