Purpose
The purpose of this paper is to create a theoretical framework that shows how the specialties of the organizational culture relate to the success of quality management systems’ (QMSs) application. In addition to these variables, the dependent variables of employees’ self-evaluation and some dimensions of commitment are also analyzed.
Design/methodology/approach
Unsuccessful organizational implementations of ISO 9000, total quality management (TQM) and Six Sigma are presented in case studies. These conclusions are utilized to retrieve individual and organizational barriers to the variables considered in each culture.
Findings
The characteristics of adhocracy determine self-efficacy and professional commitment. Through high levels of these variables, Six Sigma can be suggested for adhocracies. The clan culture is characterized by a high level of affective commitment and self-esteem, which support the TQM together with the internal focus dimension of the culture. The market culture is characterized by a high level of continuance commitment and neuroticism, which support ISO 9000 standards together with the control dimension of the culture.
Research limitations/implications
The limitation of the findings comes from the small sample size. The model presented is partly based on case studies; therefore, further research studies need to support or refute it.
Practical implications
In the practical use of the results, QMSs can be selected more targeted, reducing the risk of failing quality improvement strategies.
Social implications
Increasing and aligning quality and commitment in organizations supports the strengthening of individual and social well-being.
Originality/value
The study attempts to determine the most appropriate QMSs for organizational cultures in a complex way by analyzing the relationships between multiple organizational and individual variables.
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