Developing a knowledge management policy for ISO 9001: 2015

Abstract

Purpose International Organization for Standardization (ISO) 9001: 2015 quality management systems places an obligation on organizations to consider the role of organizational knowledge as a resource. The purpose of this paper is to systematically relate the key fundamentals of knowledge management to the seven quality management principles of ISO 9001: 2015. It is the first to consider this relationship. Design/methodology/approach The paper traces the history of quality standards and the background to the inclusion of an organizational knowledge clause in ISO 9001: 2015. It then systematically considers the seven quality management principles in relation to knowledge management principles. Findings The core elements of the knowledge management standard are incorporated with the organizational knowledge clause. Explicit and tacit knowledge are addressed by the ISO standard. Knowledge and its management will become increasingly important in organizations driven by ISO certification requirements. Research limitations/implications ISO 9001: 2015 was released in September 2015 which means that organizations have yet to apply the organizational knowledge clause. This paper is a conceptual one which needs to be complemented with empirical research. Practical implications This paper identifies the role of knowledge management principles as they apply to ISO 9001: 2015 and the seven quality management principles. More than 1.1 million organizations are certified to ISO 9001, plus many others who use the standard informally. Those involved with organizational quality will need to understand the role of knowledge in the organization. Social implications Quality services and products need to be underpinned with strategic knowledge management. Originality/value This paper is the first to discuss knowledge management in relation to the seven quality management principles which assist the development of policy for quality management.

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“…Since several organizations implemented at least two standards, ISO has been changing its standards to approximate them. A relevant milestone for this was Annex SL, published in 2012 to homogenize the high-level structure of its standards and facilitate integrated management systems [39][40][41]. The benefits generated in companies by the implementation of these standards are highlighted in the literature [42,43].…”

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Avaliação do processo de transição da ISO 9001:2008 para a ISO 9001:2015: um estudo voltado para empresas químicas do Estado do Rio Grande do Sul

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