Impact of organizational culture on quality management practices: an empirical investigation

Abstract

PurposeThe purpose of this paper is to empirically examine the organizational culture (OC) of the competing values framework (CVF) on quality management (QM) practices. Specifically, it tests OC on two views, QM practices, i.e. the infrastructure quality and core QM practices.Design/methodology/approachThe proposed hypotheses were tested using empirical data drawn from 262 manufacturing organizations in India. The research model developed was analyzed using structural equation modeling technique.FindingsThe findings of this study revealed that the hierarchical and rational cultures are the dominant types of culture, and top management commitment and Six Sigma structure are the most important aspects of the infrastructure and core QM practices in Indian manufacturing organizations. Further, the results of the study showed that group culture and development culture are the most supportive culture types for both infrastructure and core QM practices. On the contrary, hierarchical and rational culture types are the least supportive for infrastructure and core QM practices. The study proposes the need for the mixed culture approach that facilitates the adoption of business strategiesPractical implicationsBefore implementing infrastructure and core QM practices, managers must understand the importance of cultural values in their organization to facilitate effective implementation of QM.Originality/valueThis paper contributes to the existing literature by providing empirical evidence leading to the relationship between OC and QM practices. This is the first study that empirically examined the Indian cultural context using CVF, thus contributing to the scarce body of literature particularly in the developing countries.