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Although the debate about the interplay between quality management and organizational culture is long established, extant knowledge about their link is not consistent. This article attempts to fill such a gap by integrating current perspectives and insights through a literature review.

A domain-based literature review has been conducted, which followed the Scientific Procedures and Rationales for Systematic Literature Reviews. The knowledge core consisted of 76 items, which were analysed through bibliographic coupling and co-citation analysis. An interpretive approach was taken to articulate the study findings.

The current scholarly debate unfolds through four research streams, which emphasize the need for joint optimizing quality management and organizational culture embracing a longitudinal perspective. Similarly, the theoretical roots inspiring reviewed contributions are distributed in four clusters, which rely on the assumption that organizational excellence derives from the harmonization of quality management and organizational culture.

Quality management necessitates a supportive organizational culture to set the ground for excellence. At the same time, it modifies the inner traits of the organizational culture. Such cultural changes should be carefully handled to ensure a dependable quality orientation. Achieving organizational excellence involves mastering the interplay between quality management and organizational culture.

This article delivers an unprecedented systematization of the scientific literature. It identifies the main research streams through which the debate on quality management and culture evolves, shedding light on the main conceptual roots inspiring recent scholarly advancements. Alongside overcoming the fragmentation of the extant debate, this review enables the envisioning of an agenda for further developments.

The purpose was to present a developed, tested and evaluated methodology for assessing teamwork and sustainable quality culture, focusing on top management teams (TMTs).

The developed methodology was based on a convergent mixed-method design, including two data collection methods: questionnaire and focus group discussion. Two pilot tests were performed with two TMTs. This design involved analysing, merging and interpreting data, first separately by data collection method and theme and then in a meta-interpretation. Lastly, there was a follow-up meeting for evaluating results.

Findings from the study were that the methodology can be used to assess teamwork and sustainable quality culture, and the results also showed the strength of using two data collection methods to provide a broader picture of teamwork and sustainable quality culture. A follow-up meeting validated the results and provided additional value to the two TMTs in the form of suggestions on how to improve their teamwork and sustainable quality culture.

Applying this methodology can guide TMTs in how to improve their teamwork and sustainable quality culture within their organisations.

This is a new methodology, containing a developed questionnaire and an interview guide, aiming to assess and evaluate teamwork within TMTs and sustainable quality culture. The practice of the methodology adds value to both TMTs and their organisations, as well as provides a theoretical and methodological contribution to research on teamwork and sustainable quality culture.

This study explores the interplay between levels of cultures and aspects of quality management (QM), aiming to develop a conceptual framework and introduce propositions regarding managing quality in a multinational company (MNC).

A conceptual framework delineating the relationship between the levels of cultures in MNCs and various aspects of QM is proposed. Thereafter, based on a theory elaboration approach, a case study in Swedish facilities of MNCs is used to further illustrate the link between constructs of the framework, contributing to the identification of challenges and possibilities in managing quality in MNCs.

The research identifies key propositions regarding the intricate relationship between levels of cultures and their influences on aspects of QM in MNC. Proposition 1 emphasises the impact of national cultural differences on perceptions of QM principles. Proposition 2 reveals that diverse QM perceptions affect global consistency in QM practices. However, proposition 3 suggests that emphasising technical aspects in common QM practices fosters shared perceptions and a cohesive organisational culture, leading to Proposition 4, that a QM-centric organisational culture mediates national cultural differences, facilitating the management of quality globally.

This research relies on a case study from a Swedish perspective. There is a need for quantitative or mixed method approaches to validate the proposed framework.

This research yields practical insights into cross-cultural QM challenges and possibilities in MNCs.

By integrating national and organisational culture into the QM framework, this research offers a conceptual model and propositions as a foundation for future cross-cultural QM research in MNCs.

This study aims to examine the effect of accreditation on higher education performance, directly and indirectly, through the quality culture as a mediator in the context of higher education, based on the perceptions of administrative and quality managers.

This is a quantitative study using stratified random sampling techniques to collect data through a nationwide survey of universities in Pakistan. Of the 150 questionnaires distributed, 105 are found to be valid, while the data are analyzed by partial least squares structural equation modeling (PLS-SEM).

The results provide interesting insights, including significant effects of accreditation on quality culture and higher education performance, significant effects of quality culture on higher education performance and the mediating role of quality culture in relation to accreditation and higher education performance.

Limitations of the study include a relatively smaller sample size and the selection of administrative managers as the sole respondents. This study extends the theoretical understanding by introducing several linkages, including the link between accreditation and higher education performance, accreditation and quality culture, and by introducing quality culture as a mediator. Furthermore, the study also provides empirical evidence for all proposed links in the university setting. This study has implications for administrative and quality managers, in terms of effectively implementing accreditation standards by cultivating a quality culture at their respective universities, resulting in improved university performance.

This study is the first to introduce quality culture as a mediator between accreditation and higher education performance and examines the effect of accreditation and quality culture on higher education performance in the university context. Also, the interdisciplinary nature of the study makes it relevant and interesting to administrative and quality managers in the fields of higher education and quality management.

Organizations have released the importance of lean manufacturing practices (LMPs) and total quality management (TQM) in enhancing competitiveness. However, the implementation of LMPs and TQM becomes more complex when discerning the environmental sustainability position. The complexity stems from the fact that LMPs and TQM are more intricate because of cultural differences. Thus, this study aims to tackle the aforementioned phenomenon by investigating the impact of LMPs and TQM on environmental sustainability moderated by quality culture.

A survey was distributed among small and medium enterprises (SMEs) in Jordan; thus, 315 valid responses were received. Partial least square structural equation modelling was used to analyze the data and test hypotheses.

The findings showed that environmental sustainability was significantly impacted by all the LMP practices except Kanban and all the TQM practices except statistical process control. Moreover, quality culture significantly and negatively moderated the relationship between TQM and environmental sustainability. However, the influence of LMPs on environmental sustainability was not significantly moderated by quality culture.

This study has implications for policymakers in SMEs, supply chain managers and academics regarding the importance of LMPs and TQM systems for implementing environmental sustainability and the role of quality culture.

This study provides guidelines for decision-makers on the pathways that enable them to sustain the environment to safeguard the natural ecosystem and natural resources for upcoming generations.

The originality of this study stems from the alignment of LMPs and TQM in enhancing environmental sustainability, taking into consideration the role of quality culture in SMEs, where previous studies failed short to investigate this phenomenon.

The purpose of this paper is to describe the perception of real teamwork and sustainable quality culture as well as success factors for achieving a sustainable quality culture within an organisation, focusing on top management teams (TMTs). An additional purpose is to explore the relationship between real teamwork and sustainable quality culture.

A mixed-methods design focusing on TMTs was used. Four TMTs were open-sampled and located in different parts of Sweden. The data were collected through questionnaires and focus group discussions between April 2022 and December 2022. Follow-up meetings were thereafter held with the participants. A meta-analysis was conducted of the data from the four TMTs.

Two overarching conclusions of this study were: to follow the developed methodology can be one way to increase TMTs' abilities for real teamwork alongside a sustainable quality culture, and the results also showed the importance of a systems view, emotional commitment and continuous improvement for improving real teamwork and creating a sustainable quality culture.

Practical implications were suggestions on how to increase the TMTs' abilities for real teamwork alongside a sustainable quality culture. A deepened understanding of real teamwork and a sustainable quality culture was also achieved by the participants.

The novelty of this paper is the use of a new methodology for assessing teamwork and sustainable quality culture. To the authors' knowledge, no similar research has previously been performed to investigate teamwork alongside a sustainable quality culture, focusing on TMTs.

This paper aims to investigate the impact of corporate culture on stock price crash risk and explore the underlying mechanisms.

This paper uses a novel firm-level culture measure of Li et al. (2020), which evaluates corporate culture from the perspectives of integrity, teamwork, innovation, respect and quality. Using a sample of 4,017 US firms from 2001 to 2018, this paper uses panel data regressions to explore the impact of corporate culture on stock price crash risk.

This paper finds that among five cultural dimensions, integrity reduces crash risk and quality increases crash risk. The mitigating effect of integrity culture on crash risk is concentrated among firms with a strong incentive or ability to hoard bad news. The exacerbating effect of quality culture on crash risk is concentrated among firms with low managerial flexibility.

This paper helps investors and regulators to understand the determinants of stock price crash risk, which facilitates investors’ wealth management and stabilizes social welfare.

To the best of the authors’ knowledge, this is the first study that uses time-varying firm-level measure of corporate culture to investigate its impact on stock price crash risk, contributing to the literature on the determinants of crash risk. Besides, this is the first study that explores the possible mechanism of managerial flexibility in influencing stock price crash risk.

There is a lack of clarity about how lecturer collaboration in light of learning and (professional) development fits within the framework of a quality culture in higher education institutions (HEIs). More specifically, it is unclear how collaboration is present or stimulated in the organisational context, triggering working mechanisms leading to quality-related outcomes. Therefore, the purpose of this study is to relate HEIs' quality culture to lecturer collaboration.

This exploratory study relates institutions’ quality culture to lecturer collaboration via semi-structured interviews and document analysis at the institutional level in four Flemish HEIs.

The results demonstrate collaboration as a working mechanism driven by the institutional strategy. In this way, lecturers’ professional development (PD) is stimulated. The results also indicate that collaboration is present within lecturers’ PD: working together during or sharing experiences after PD initiatives is considered useful for quality teaching and learning.

Following the growing attention in research and practice to lecturer collaboration, this study incorporates lecturer collaboration in the framework of quality culture within HEIs.

This paper aims to explore how leaders can develop value-based leadership for sustainable quality development in Lean manufacturing.

A qualitative meta-analysis was conducted using data from a three-year study of Lean manufacturing in Sweden using the Shingo business excellence model as an analytical framework.

This study demonstrates that leaders can develop value-based leadership to support Lean manufacturing by defining and articulating the organization’s values and accompanying behaviors that are needed to support the strategic direction; creating forums and time for leaders to identify the why behind decisions and reflect on their experiences to be able to lead a transformative process; and using storytelling to create a coaching culture to connect values and behaviors, to the processes and systems of work.

This paper contributes insights for developing value-based leadership to support a systemic approach to sustainable quality development in lean manufacturing. Findings are based on a limited case sample size of three manufacturing companies in Sweden.

The findings were derived using a unique methodological approach combining storytelling, appreciative inquiry and coaching with traditional data collection methods including surveys and interviews to identify, define and shape value-based leadership in Lean manufacturing.

The primary aim of the current study is to validate the theoretical model presented by Demir (2021a, b, c) via empirical evidence. In this respect, the study intends to offer a holistic pathway for obtaining both external and internal advantages from the implementation of ISO 9001, with a particular emphasis on developing countries.

The research utilized an empirical methodology to investigate the research objective. Data were collected from various sources, including employees and managers of the various companies. In this context, a model was developed, and 170 data points were collected from businesses in the Kurdistan region of Iraq in order to test the hypotheses in this model.

After the collected data passed the reliability and validity test, the hypotheses designed were tested by applying the partial least squares method. When the results were examined, it was observed that organizational culture and organizational learning variables were the two key antecedents that these factors would emerge after applying ISO 9001 practices with discipline for a certain period of time and that organizational benefits could be obtained only as a result of them. Detailed results and suggestions were given to managers and theorists as a result of the analysis.

This study contributes to the literature as an empirical application of the theoretical work written by Demir in 2021. Demir's work, which produced a theoretical concept based on many empirical and theoretical studies done before, still needs much more empirical work in developing countries.