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PurposeThe purpose of this paper is to adopt the dynamic capability (DC) view as a theoretical framework to empirically investigate the relationships among human resource (HR)-related quality management (QM) practices: new product development (NPD) as a specific DC, learning orientation, knowledge integration, and strategic flexibility. Learning orientation and knowledge integration represent two antecedents of strategic flexibility, and strategic flexibility is the developed ability that facilitates NPD.Design/methodology/approachTo empirically test the relationships, the authors used data from 236 European firms and performed structural equation modeling.FindingsResults indicate that HR-related QM practices contribute to creating a learning-oriented company, integrating knowledge, and supporting successful NPD. Furthermore, knowledge integration is positively related to NPD through strategic flexibility.Practical implicationsThis study is relevant for practitioners because it identifies key points in QM implementation that enable firms to be more strategically flexible and thus better able to regularly develop new products.Originality/valueWhen organizations must sustain their competitive positions by continuously adapting to environmental changes, it is important to study not only how QM implementation is positively related to the firm performance on which a significant portion of the QM literature has focused but also to study whether QM implementation is related to strategic variables and can make a contribution to strategic processes. To fill the void in the HR and QM literature, this study offers an integrated framework with empirical support that identifies the role of HR-related QM practices in learning orientation, knowledge integration, strategic flexibility, and NPD.

Although the operative benefits of Six Sigma methodology in the business world are well accepted, the long-term benefits of the initiative are currently under discussion. This paper aims to analyze how Six Sigma methodology is related to the knowledge transfer process, a source of competitive advantage. For this purpose, we observe how team management in Six Sigma firms differs statistically from team management proposed by other quality management initiatives, and how Six Sigma team management is related to the knowledge integration and knowledge transfer processes. An ANOVA analysis and Partial Least Squares (PLS) approach were used to analyze data from 53 European Six Sigma firms, confirming the hypotheses developed. The results confirm that Six Sigma methodology offers new possibilities to companies and that implementation of Six Sigma has a positive effect on variables that influence long-term organizational performance, such as knowledge management. Relevant academic contributions and implications for practitioners are included. ; This work was supported by the Spanish Ministry of Science and Innovation (Projects ECO2010-15885; ECO2013-47027P), Junta de Andalucia (P11-SEJ-7294) and the European Union (European Regional Development Funds).

"This is an Accepted Manuscript of an article published by Taylor & Francis in Total Quality Management and Business Excellence on 20 Apr 2015, available online: http://wwww.tandfonline.com/10.1080/14783363.2015.1032237". ; Although the operative benefits of Six Sigma methodology in the business world are well accepted, the long-term benefits of the initiative are currently under discussion. This paper aims to analyze how Six Sigma methodology is related to the knowledge transfer process, a source of competitive advantage. For this purpose, we observe how team management in Six Sigma firms differs statistically from team management proposed by other quality management initiatives, and how Six Sigma team management is related to the knowledge integration and knowledge transfer processes. An ANOVA analysis and Partial Least Squares (PLS) approach were used to analyze data from 53 European Six Sigma firms, confirming the hypotheses developed. The results confirm that Six Sigma methodology offers new possibilities to companies and that implementation of Six Sigma has a positive effect on variables that influence long-term organizational performance, such as knowledge management. Relevant academic contributions and implications for practitioners are included. ; This work was supported by the Spanish Ministry of Science and Innovation (Projects ECO2010-15885; ECO2013-47027P), Junta de Andalucia (P11-SEJ-7294) and the European Union (European Regional Development Funds).

Purpose– The purpose of this paper is to analyze whether the influence of manufacturing flexibility on firms' exploration/exploitation differs between firms that possess Certified Quality Management Systems (CQMS) and firms that do not.Design/methodology/approach– The authors analyze a sample of 231 Spanish manufacturing firms, 131 of which had received some form of Quality Certification. The data were collected through a structured telephone questionnaire addressed to company CEOs. The relationships are modelled using regression equations, including interaction terms, in order to test for the existence of a moderating effect.Findings– The results show that certified companies exploit their own abilities, whereas uncertified firms tend to explore new knowledge. The authors also justify the importance of manufacturing flexibility for both options, exploration and exploitation.Research limitations/implications– The limitations of this research include the fact that the authors study a variety of forms of certification, not only ISO, and the fact that all companies belong to the same country.Practical implications– This study contributes to developing empirical knowledge of the benefits of CQMS in the firm.Originality/value– The paper develops a new model to improve manufacturing flexibility and Quality Management.