Learning during the quality management process : Antecedents and effects in service firms

Purpose – The goal of this research is to provide a model of how service firms respond to their environment by developing both different quality management (QM) practices and organizational learning. Design/methodology/approach – We review the different contributions to the study of the relationship between organizational learning and quality. Based on prior research, we propose a series of hypotheses concerning the influence in service firms of QM practices on organizational learning and the influence of the degree of implementation of the practices. Finally, we tested these hypotheses empirically using a sample of 127 service firms operating in the European Union. Findings – The results of the investigation reveal first, a strong relationship exists among organizational learning and QM practices. Second, we verified that the relations between different QM practices and between QM practices and organizational learning are stronger in service firms with a high degree of implementation of these practices. Finally, we have verified that, although QM practices have been derived from the experience of consultants and practitioners in manufacturing, these practices can be transferred to services. Research limitations/implications – The conclusions of this study may be subject to several limitations that suggest further possibilities for empirical research. First, survey data based on self‐reports may be subject to social desirability bias. Second, the conclusions established by our study should be interpreted with care when generalizing, since we have concentrated exclusively on the service sector. Third, the cross‐sectional nature of the research allows us to analyze only a specific situation in time of the organizations studied, not their overall conduct through time. Future research should place more emphasis on longitudinal studies. Practical implications – We have obtained a model of QM practices that encourages learning in service organizations, enabling directors to manage service environments while taking into account their unique characteristics. Originality/value – This paper identified a model of QM practices (Leadership, policy‐strategy, people, processes and partnerships resources) that encourages organizational learning in service organizations.