Exploring the Effects of Learning Capability and Innovation on Quality Management-Organizational Performance Relationship

Abstract

Management scholars should further study the scientific area concerning the contingent effects of learning capability and organizational innovations on the relationship between quality management organizational performance. This chapter examines the interactive effects of quality management with organizational learning capability and innovations on organizational performance. Indeed, it may be argued that within quality management theory and methodology, the need to consider the contingency approach may result in an in-depth understanding of how the intersection of constituent elements associated with quality management influences organizational performance. Results revealed that the interaction of quality management and learning capability explained higher variance in organizational performance than the direct effect of quality management on performance. Similarly, interactions between quality management and innovations explained more significant variance in organizational performance than the direct effect of quality management on performance. Outcomes showed that quality management might not directly impact organizational performance. Findings underscore the importance of interactive effects of innovation and organizational learning capability with quality management in explaining the relationship between quality management and organizational performance.