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Stratejik Planlamanın İşletme Performansı Üzerindeki Etkisinde ISO 9001’in Düzenleyici Rolü: Sağlık Sektöründe Bir Araştırma

Year 2025, Volume: 24 Issue: 4, 1507 - 1525

Abstract

Stratejik planlamanın işletme performansı üzerindeki etkisinde ISO 9001 kalite yönetim sisteminin düzenleyici rolünün incelendiği bu çalışmada özellikle sağlık sektöründe faaliyet gösteren kuruluşlarda kalite yönetim sistemlerinin stratejik yönetim süreçlerine olan katkısına odaklanılmıştır. Araştırmada stratejik planlama düzeyi ve işletme performansı Kuşluvan ve Eren (2008) ile Canbaz ve Yıldız (2014) tarafından geliştirilen ölçeklerle ölçülmüştür. Veriler, Hayes (2008) tarafından geliştirilen PROCESS makro modeli kullanılarak analiz edilmiş, moderatör değişken olarak ISO 9001 belgesine sahip olma durumu dikkate alınmıştır. Bulgular, stratejik planlamanın işletme performansını anlamlı düzeyde etkilediğini ve bu etkinin ISO 9001 kalite yönetim sistemi tarafından güçlendirildiğini göstermektedir. Elde edilen sonuçlar, ISO 9001 uygulamalarının sadece operasyonel kaliteyi değil, stratejik yönetişim süreçlerini de olumlu etkileyerek işletme başarısına katkı sağladığını ortaya koymaktadır. Bu bağlamda, sağlık sektöründe stratejik başarı için kalite sistemlerinin entegrasyonu kritik bir unsur olarak öne çıkmaktadır.

References

  • Al Hijaa, M. R. A. (2023). Strategic Management’s Influence on Hospital Performance: A Comprehensive Study of Jordanian Healthcare Context. European Journal of Business and Management Research, 8(6), 114-119.
  • Andaleeb, S. S. (2001). Service quality perceptions and patient satisfaction: a study of hospitals in a developing country. Social science & medicine, 52(9), 1359-1370.
  • Andersen, T. J. (2004). Integrating decentralized strategy making and strategic planning processes in dynamic environments. Journal of management studies, 41(8), 1271-1299.
  • Arah, O. A., Westert, G. P., Hurst, J., & Klazinga, N. S. (2006). A conceptual framework for the OECD health care quality indicators project. International journal for quality in health care, 18(suppl_1), 5-13.
  • Beheshti, H., & Lollar, J. (2003). An empirical study of US SMEs using TQM. Total Quality Management & Business Excellence, 14(8), 839-847.
  • Benner, M. J., & Veloso, F. M. (2008). ISO 9000 practices and financial performance: A technology coherence perspective. Journal of operations management, 26(5), 611-629.
  • Bititci, U. S., Garengo, P., Ates, A., & Nudurupati, S. S. (2015). Value of maturity models in performance measurement. International journal of production research, 53(10), 3062-3085.
  • Boyne, G., & Gould-Williams, J. (2003). Planning and performance in public organizations an empirical analysis. Public Management Review, 5(1), 115-132.
  • Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement. John Wiley & Sons.
  • Chandler, A. D. (1962). Strategy and structure: Chapters in the history of the industrial empire. Cambridge Mass, 5(1), 12-48.
  • Cleary, P. D., & McNeil, B. J. (1988). Patient satisfaction as an indicator of quality care. Inquiry, 25-36.
  • Dikmen, A. C. (2016). Türkiye’de hemodiyaliz merkezlerinin kalite yönetim sistemleri ve standartları açısından değerlendirilmesi. Sağlık Akademisyenleri Dergisi, 3(4), 185-187.
  • Donabedian, A. (1988). The quality of care: how can it be assessed?. Jama, 260(12), 1743-1748.
  • European Observatory on Health Systems, & Policies. (2021). State of Health in the EU Iceland: Country Health Profile 2021. OECD Publishing.
  • Falshaw, J. R., Glaister, K. W., & Tatoglu, E. (2006). Evidence on formal strategic planning and company performance. Management decision, 44(1), 9-30.
  • Ginter, P. M., Duncan, W. J., & Swayne, L. E. (2018). The strategic management of health care organizations (8th ed.). Wiley.
  • Goetsch, D. L., & Davis, S. B. (2016). Quality management for organizational excellence: Introduction to total quality (8th ed.). Pearson Education.
  • Heras‐Saizarbitoria, I., & Boiral, O. (2013). ISO 9001 and ISO 14001: towards a research agenda on management system standards. International journal of management reviews, 15(1), 47-65.
  • Hoyle, D. (2017). ISO 9000 Quality Systems Handbook-updated for the ISO 9001: 2015 standard: Increasing the Quality of an Organization’s Outputs. Routledge.
  • International Organization for Standardization (ISO). (2015). ISO 9001:2015 Quality management systems – Requirements. Geneva: ISO, Erişim Adresi: https://www.iso.org/obp/ui/en/#iso:std:iso:9001:ed-5:v1:en, Erişim Adresi: 19.03.2025.
  • Johnson, G., Scholes, K., & Whittington, R. (2008). Exploring corporate strategy (8th ed.). Pearson Education.
  • José Tarí, J. (2005). Components of successful total quality management. The TQM magazine, 17(2), 182-194.
  • Kaplan, R. S., & Norton, D. P. (1996). The balanced scorecard: Translating strategy into action. Harvard Business Press.
  • Kömürcü, N., Durmaz, A., Bayram, N., Koyucu, R. G., Karaman, Ö. E., & Toker, E. (2014). Sağlık hizmetlerinde kalite standartları ve modelleri. Sağlıkta Performans ve Kalite Dergisi, 7(1), 95-114.
  • Leggat, S. G. (2007). Effective healthcare teams require effective team members: defining teamwork competencies. BMC health services research, 7, 1-10.
  • Levett, J. M., & Burney, R. G. (2014). Using ISO 9001 in Healthcare. Quality Press.
  • Martínez-Costa, M., Choi, T. Y., Martínez, J. A., & Martínez-Lorente, A. R. (2009). ISO 9000/1994, ISO 9001/2000 and TQM: The performance debate revisited. Journal of operations management, 27(6), 495-511.
  • Mintzberg, H., Ahlstrand, B. W., Ahlstrand, B., & Lampel, J. (2005). Strategy Safari: a guided tour through the wilds of strategic mangament. Simon and Schuster.
  • Naveh, E., & Marcus, A. (2005). Achieving competitive advantage through implementing a replicable management standard: Installing and using ISO 9000. Journal of operations management, 24(1), 1-26.
  • Neely, A., Gregory, M., & Platts, K. (1995). Performance measurement system design: A literature review andresearch agenda. International journal of operations & production management, 15(4), 80-116.
  • Nutt, P. C., & Backoff, R. W. (1993). Transforming public organizations with strategic management and strategic leadership. Journal of management, 19(2), 299-347.
  • Øvretveit, J. (2001). Quality evaluation and indicator comparison in health care. The International journal of health planning and management, 16(3), 229-241.
  • Parasuraman, A., Zeithaml, V. A., & Berry, L. L. (1988). Servqual: A multiple-item scale for measuring consumer perc. Journal of retailing, 64(1), 12.
  • Poister, T. H. (2010). The future of strategic planning in the public sector: Linking strategic management and performance. Public administration review, 70, s246-s254.
  • Poister, T. H., Pitts, D. W., & Hamilton Edwards, L. (2010). Strategic management research in the public sector: A review, synthesis, and future directions. The American review of public administration, 40(5), 522-545.
  • Psomas, E. L., & Jaca, C. (2016). The impact of total quality management on service company performance: evidence from Spain. International Journal of Quality & Reliability Management, 33(3), 380-398.
  • Rudd, J. M., Greenley, G. E., Beatson, A. T., & Lings, I. N. (2008). Strategic planning and performance: Extending the debate. Journal of business research, 61(2), 99-108.
  • Saizarbitoria, I. (2006). How quality management models influence company results–conclusions of an empirical study based on the Delphi method. Total Quality Management & Business Excellence, 17(6), 775-794.
  • Sampaio, P., Saraiva, P., & Guimarães Rodrigues, A. (2009). ISO 9001 certification research: questions, answers and approaches. International journal of quality & reliability management, 26(1), 38-58.
  • Skokan, K., Pawliczek, A., & Piszczur, R. (2013). Strategic planning and business performance of micro, small and medium-sized enterprises. Journal of competitiveness, 5(4).
  • Smith, P., C., Mossialos, E., & Papanicolas, I. (2008). Performance measurement for health system improvement: experiences, challenges and prospects. World Health Organization.
  • Sroufe, R., & Curkovic, S. (2008). An examination of ISO 9000: 2000 and supply chain quality assurance. Journal of operations management, 26(4), 503-520.
  • van den Heuvel, J., Niemeijer, G. C., & Does, R. J. (2013). Measuring healthcare quality: the challenges. International journal of health care quality assurance, 26(3), 269-278.
  • Wheelen, T. L., Hunger, J. D., Hoffman, A. N., & Bamford, C. (2015). Strategic management and business policy: Globalization, innovation and sustainability. Essex: Pearson Education Limited.
  • Wijetunge, W. A. D. S., & Pushpakumari, M. D. (2014). The relationship between strategic planning and business performance: an empirical study of manufacturing SMEs in Western province in Sri Lanka. Kelaniya Journal of Management, 3(1).
  • Wilkinson, A., Redman, T., Snape, E., & Marchington, M. (1998). Managing with total quality management: theory and practice. Bloomsbury Publishing.
  • World Health Organization (WHO). (2010). Monitoring the building blocks of health systems: A handbook of indicators and their measurement strategies. WHO Press.
  • World Health Organization (WHO). (2021). Building health systems resilience for universal health coverage and health security during the COVID-19 pandemic and beyond. WHO Publications.

The Regulatory Role of ISO 9001 In The Effect of Strategic Planning on Business Performance: A Research in Health Care Sector

Year 2025, Volume: 24 Issue: 4, 1507 - 1525

Abstract

Abstract
This study, which examines the regulatory role of ISO 9001 quality management system in the effect of strategic planning on business performance, focuses on the contribution of quality management systems to strategic management processes in organizations operating in the health sector. In the study, strategic planning level and business performance were measured with scales developed by Kuşluvan and Eren (2008) and Canbaz and Yıldız (2014). The data were analyzed using the PROCESS macro model developed by Hayes (2008), and the status of having ISO 9001 certification was taken into consideration as a moderator variable. The findings show that strategic planning has a significant effect on business performance and this effect is strengthened by the ISO 9001 quality management system. The results obtained reveal that ISO 9001 practices contribute to business success by positively affecting not only operational quality but also strategic governance processes. In this context, the integration of quality systems stands out as a critical element for strategic success in the healthcare sector.

Supporting Institution

SOCAR Türkiye

References

  • Al Hijaa, M. R. A. (2023). Strategic Management’s Influence on Hospital Performance: A Comprehensive Study of Jordanian Healthcare Context. European Journal of Business and Management Research, 8(6), 114-119.
  • Andaleeb, S. S. (2001). Service quality perceptions and patient satisfaction: a study of hospitals in a developing country. Social science & medicine, 52(9), 1359-1370.
  • Andersen, T. J. (2004). Integrating decentralized strategy making and strategic planning processes in dynamic environments. Journal of management studies, 41(8), 1271-1299.
  • Arah, O. A., Westert, G. P., Hurst, J., & Klazinga, N. S. (2006). A conceptual framework for the OECD health care quality indicators project. International journal for quality in health care, 18(suppl_1), 5-13.
  • Beheshti, H., & Lollar, J. (2003). An empirical study of US SMEs using TQM. Total Quality Management & Business Excellence, 14(8), 839-847.
  • Benner, M. J., & Veloso, F. M. (2008). ISO 9000 practices and financial performance: A technology coherence perspective. Journal of operations management, 26(5), 611-629.
  • Bititci, U. S., Garengo, P., Ates, A., & Nudurupati, S. S. (2015). Value of maturity models in performance measurement. International journal of production research, 53(10), 3062-3085.
  • Boyne, G., & Gould-Williams, J. (2003). Planning and performance in public organizations an empirical analysis. Public Management Review, 5(1), 115-132.
  • Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement. John Wiley & Sons.
  • Chandler, A. D. (1962). Strategy and structure: Chapters in the history of the industrial empire. Cambridge Mass, 5(1), 12-48.
  • Cleary, P. D., & McNeil, B. J. (1988). Patient satisfaction as an indicator of quality care. Inquiry, 25-36.
  • Dikmen, A. C. (2016). Türkiye’de hemodiyaliz merkezlerinin kalite yönetim sistemleri ve standartları açısından değerlendirilmesi. Sağlık Akademisyenleri Dergisi, 3(4), 185-187.
  • Donabedian, A. (1988). The quality of care: how can it be assessed?. Jama, 260(12), 1743-1748.
  • European Observatory on Health Systems, & Policies. (2021). State of Health in the EU Iceland: Country Health Profile 2021. OECD Publishing.
  • Falshaw, J. R., Glaister, K. W., & Tatoglu, E. (2006). Evidence on formal strategic planning and company performance. Management decision, 44(1), 9-30.
  • Ginter, P. M., Duncan, W. J., & Swayne, L. E. (2018). The strategic management of health care organizations (8th ed.). Wiley.
  • Goetsch, D. L., & Davis, S. B. (2016). Quality management for organizational excellence: Introduction to total quality (8th ed.). Pearson Education.
  • Heras‐Saizarbitoria, I., & Boiral, O. (2013). ISO 9001 and ISO 14001: towards a research agenda on management system standards. International journal of management reviews, 15(1), 47-65.
  • Hoyle, D. (2017). ISO 9000 Quality Systems Handbook-updated for the ISO 9001: 2015 standard: Increasing the Quality of an Organization’s Outputs. Routledge.
  • International Organization for Standardization (ISO). (2015). ISO 9001:2015 Quality management systems – Requirements. Geneva: ISO, Erişim Adresi: https://www.iso.org/obp/ui/en/#iso:std:iso:9001:ed-5:v1:en, Erişim Adresi: 19.03.2025.
  • Johnson, G., Scholes, K., & Whittington, R. (2008). Exploring corporate strategy (8th ed.). Pearson Education.
  • José Tarí, J. (2005). Components of successful total quality management. The TQM magazine, 17(2), 182-194.
  • Kaplan, R. S., & Norton, D. P. (1996). The balanced scorecard: Translating strategy into action. Harvard Business Press.
  • Kömürcü, N., Durmaz, A., Bayram, N., Koyucu, R. G., Karaman, Ö. E., & Toker, E. (2014). Sağlık hizmetlerinde kalite standartları ve modelleri. Sağlıkta Performans ve Kalite Dergisi, 7(1), 95-114.
  • Leggat, S. G. (2007). Effective healthcare teams require effective team members: defining teamwork competencies. BMC health services research, 7, 1-10.
  • Levett, J. M., & Burney, R. G. (2014). Using ISO 9001 in Healthcare. Quality Press.
  • Martínez-Costa, M., Choi, T. Y., Martínez, J. A., & Martínez-Lorente, A. R. (2009). ISO 9000/1994, ISO 9001/2000 and TQM: The performance debate revisited. Journal of operations management, 27(6), 495-511.
  • Mintzberg, H., Ahlstrand, B. W., Ahlstrand, B., & Lampel, J. (2005). Strategy Safari: a guided tour through the wilds of strategic mangament. Simon and Schuster.
  • Naveh, E., & Marcus, A. (2005). Achieving competitive advantage through implementing a replicable management standard: Installing and using ISO 9000. Journal of operations management, 24(1), 1-26.
  • Neely, A., Gregory, M., & Platts, K. (1995). Performance measurement system design: A literature review andresearch agenda. International journal of operations & production management, 15(4), 80-116.
  • Nutt, P. C., & Backoff, R. W. (1993). Transforming public organizations with strategic management and strategic leadership. Journal of management, 19(2), 299-347.
  • Øvretveit, J. (2001). Quality evaluation and indicator comparison in health care. The International journal of health planning and management, 16(3), 229-241.
  • Parasuraman, A., Zeithaml, V. A., & Berry, L. L. (1988). Servqual: A multiple-item scale for measuring consumer perc. Journal of retailing, 64(1), 12.
  • Poister, T. H. (2010). The future of strategic planning in the public sector: Linking strategic management and performance. Public administration review, 70, s246-s254.
  • Poister, T. H., Pitts, D. W., & Hamilton Edwards, L. (2010). Strategic management research in the public sector: A review, synthesis, and future directions. The American review of public administration, 40(5), 522-545.
  • Psomas, E. L., & Jaca, C. (2016). The impact of total quality management on service company performance: evidence from Spain. International Journal of Quality & Reliability Management, 33(3), 380-398.
  • Rudd, J. M., Greenley, G. E., Beatson, A. T., & Lings, I. N. (2008). Strategic planning and performance: Extending the debate. Journal of business research, 61(2), 99-108.
  • Saizarbitoria, I. (2006). How quality management models influence company results–conclusions of an empirical study based on the Delphi method. Total Quality Management & Business Excellence, 17(6), 775-794.
  • Sampaio, P., Saraiva, P., & Guimarães Rodrigues, A. (2009). ISO 9001 certification research: questions, answers and approaches. International journal of quality & reliability management, 26(1), 38-58.
  • Skokan, K., Pawliczek, A., & Piszczur, R. (2013). Strategic planning and business performance of micro, small and medium-sized enterprises. Journal of competitiveness, 5(4).
  • Smith, P., C., Mossialos, E., & Papanicolas, I. (2008). Performance measurement for health system improvement: experiences, challenges and prospects. World Health Organization.
  • Sroufe, R., & Curkovic, S. (2008). An examination of ISO 9000: 2000 and supply chain quality assurance. Journal of operations management, 26(4), 503-520.
  • van den Heuvel, J., Niemeijer, G. C., & Does, R. J. (2013). Measuring healthcare quality: the challenges. International journal of health care quality assurance, 26(3), 269-278.
  • Wheelen, T. L., Hunger, J. D., Hoffman, A. N., & Bamford, C. (2015). Strategic management and business policy: Globalization, innovation and sustainability. Essex: Pearson Education Limited.
  • Wijetunge, W. A. D. S., & Pushpakumari, M. D. (2014). The relationship between strategic planning and business performance: an empirical study of manufacturing SMEs in Western province in Sri Lanka. Kelaniya Journal of Management, 3(1).
  • Wilkinson, A., Redman, T., Snape, E., & Marchington, M. (1998). Managing with total quality management: theory and practice. Bloomsbury Publishing.
  • World Health Organization (WHO). (2010). Monitoring the building blocks of health systems: A handbook of indicators and their measurement strategies. WHO Press.
  • World Health Organization (WHO). (2021). Building health systems resilience for universal health coverage and health security during the COVID-19 pandemic and beyond. WHO Publications.
There are 48 citations in total.

Details

Primary Language English
Subjects Policy and Administration (Other), Strategy, Management and Organisational Behaviour (Other)
Journal Section Research Article
Authors

Ömer Özkan 0000-0002-0752-307X

Early Pub Date October 19, 2025
Publication Date October 24, 2025
Submission Date April 21, 2025
Acceptance Date September 5, 2025
Published in Issue Year 2025 Volume: 24 Issue: 4

Cite

APA Özkan, Ö. (2025). The Regulatory Role of ISO 9001 In The Effect of Strategic Planning on Business Performance: A Research in Health Care Sector. Elektronik Sosyal Bilimler Dergisi, 24(4), 1507-1525.