Exploring The Effects of Learning Capability and Innovation On Quality Management-Organizational Performance Relationship: A Contingency Approach

Previous researchers have neglected the contingent effects of learning capability and organizational innovations on the quality management-performance relationship. The purpose of this study is to examine the interactive effects of quality management with organizational learning capability and innovations on organizational performance. I 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 comparatively, 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 greater variance in organizational performance as compared to the direct effect of quality management on performance. Results revealed that the direct effect of quality management on performance is non-significant. Findings underscore the importance of interactive effects in quality management elements, which have been systematically ignored by previous studies.