TOTAL QUALITY MANAGEMENT AND ORGANIZATIONAL PERFORMANCE IN THE MANUFACTURING INDUSTRY: A QUALITATIVE INQUIRY FROM CONTINGENCY AND RESOURCE-BASED PERSPECTIVES

Abstract

This study examined how Total Quality Management (TQM) influenced organizational performance in China’s manufacturing industry through the combined lenses of the Resource-Based View (RBV) and Contingency Theory. A qualitative research design was employed, and data were collected through semi-structured interviews with 21 purposively selected middle- and senior-level managers from enterprises in Hubei, Jiangxi, Beijing, and Shenzhen. Content analysis, supported by NVivo software, was applied using open and axial coding to identify recurring themes, while trustworthiness was enhanced through data triangulation and member checking. The findings showed that organizational structure and technical resources served as foundational enablers of TQM practices, whereas organizational culture and innovation capability acted as mediating mechanisms that transformed quality initiatives into measurable performance outcomes. Firms that adopted flexible divisional or matrix structures, invested strategically in advanced technologies, and fostered a quality-oriented and innovation-driven culture reported notable improvements in financial performance, product quality, customer satisfaction, employee skills, and process efficiency. Theoretically, this study extended the RBV by demonstrating the role of intangible resources (culture and innovation) in complementing tangible resources (structure and technology). It also enriched Contingency Theory by highlighting the moderating role of structural flexibility in dynamic environments. Practically, the study provided actionable guidance for managers to align structural design, resource allocation, and cultural development to maximize TQM outcomes. Future research was suggested to conduct comparative industry analyses, adopt longitudinal designs, and pursue cross-cultural studies to refine and generalize these insights.