품질지향성(指向性)과 기업문화가 품질경영활동과 경영성과에 미치는 효과

With a sample of 147 Korean companies, this study examined the relationships among degree of quality orientation, corporate culture, degree of quality management implementation and selected business performances in the process of implementing quality improvement programs, such as TQM and/or 6 Sigma. Quality orientation is defined as company-wide understanding and implementation of the underlying philosophy, principles, approaches, and tools of quality improvement programs. It is assumed that successful implementation of quality improvement programs requires a quality-oriented mind-set of the employees. The key elements of quality orientation include continuous improvement, structured processes, organization-wide participation and customer-focused spirit. Culture is defined as the values and beliefs of an organization that shape its behavior. It is also assumed that successful implementation of quality improvement programs require strong support from a corporate culture that emphasizes continuous improvement. Adopting the competing values model of Quinn and McGrath(1985), corporate culture is classified into ‘flexible’ versus ‘controlled culture’ and ‘outer-directed’ versus ‘inner-directed culture’. Fitness was defined through the relationship between levels of quality orientation and types of corporate culture. This study examined how such fitness influenced the implementation of quality innovation programs and business performance. Implementation of quality innovation programs was measured through various factors, such as leadership, strategic quality planning, human resources focus, customer and market focus, process management, and information analysis and application. Business performance was measured through non-financial performance measures, such as employee results, process results, quality results, and customer results, and through perceived financial performance measures. The results were as follows. First, it was found that when a company with high quality orientation promoted quality innovation programs, such as TQM and 6 Sigma, it reported higher degree of quality management implementation and improvement in business performances. Second, the results showed the importance of ‘flexible culture’ and ‘outer-directed culture’ in performing quality innovation. Regarding the types of corporate culture, the analysis found that developmental culture, rational culture and group culture were effective. Third, companies with high quality orientation and flexible culture or companies with high quality orientation and outer-directed culture reported the highest implementation in quality management activities. Fourth, the results showed that the level of quality management implementation had a mediating effect on the relationship between quality orientation and business performance. It was also found that enhanced non-financial performance led to the improvement of financial performance. This study attempted to examine the factors that lead quality management program to success. In order to reach success, first, it is suggested that companies have positive mind-set toward continuous quality improvement. Secondly, it is recommended that a flexible and outer-directed culture appropriate for continuous quality improvement is cultivated.