Impact study of quality certification on organizational change according to the Mckinsey 7S model: Case of SMEs in the Rabat-Salé-Kénitra region



SMEs engage more in the way of business certification. However, few studies have been conducted on the possible implications of the certification process quality management system for SMEs in general and its organizational architecture in particular. The objective of this research is to analyze the impact of a management model of the structure of SMEs, according to a qualitative approach; so, it is to study the certification process in its relationship with organizational change compared with the Mckinsey 7 S Model. In this article, we will present the results of empirical research that has been conducted on the process of quality certification (ISO 9000) in 30 SMEs in Rabat-Salé-Kénitra region certified by the Moroccan Standards Institute (IMANOR). The study leads to highlight a variety of perceptions of the quality approach that coexist in these companies, as well as varying degrees of involvement of members of the organization. It also shows that despite the process of adapting the certification process context, it sometimes involves an unfavorable change in these companies.



Quality certification, Organizational change, Mckinsey 7S model

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ISSN: 2489-205X

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