Quality management implementation across different scenarios of competitive structure: an empirical investigation

Abstract

This study aims to determine if there are differences in quality management (QM) implementation across competitive environments and if so, how and why they differ. With these objectives, we develop several propositions relating the competitive environment to QM implementation practices. To test our propositions, we gathered a sample of 273 European managers. We presented 16 different factors of competitive structure to members of the sample and elicited their likelihood of implementing different QM practices. The research findings indicated that high buyer and customer power were associated with a preference for cost reducing-oriented QM practices. We also found that the managers are more likely to try to boost profitability by focusing on QM practices aimed at differentiation when intensity of competitive rivalry or threat of new entrants is high. We conclude with a discussion of theoretical and managerial implications of our results.