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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.

PurposeThe purpose of this paper is to examine the relationship between quality ambidexterity (QAMB), competitive strategies (cost leadership, differentiation, and focus), and firm performance in Palestinian industry, and to analyze the combination of quality exploitation (QEI) and quality exploration (QER) (QAMB) associated with the different levels of each competitive strategy.Design/methodology/approachUsing data collected through a survey of 205 Palestinian industrial firms, the study conducted structural equation modeling to test the proposed relationships. Additional statistical analyses were applied to the combinations of QEI and QER for each competitive strategy.FindingsThe results show a positive and significant relationship between QAMB and three competitive strategies, and between competitive strategies and financial performance, focus strategy excepted. Balanced combination with similar levels of QEI and QER is found to be more suitable for higher levels of competitive strategies implementation, whereas an excess of QER over QEI is associated with lower levels of strategies implementation.Research limitations/implicationsAlthough Palestine has two regions, the West Bank and the Gaza Strip, all survey respondents were from the West Bank. The data used in this study come from the industrial sector only.Originality/valueThis study is the first empirical test to examine the impact of QAMB on financial performance through competitive strategies. The study results may help managers to implement QEI and QER practices in order to allocate resources effectively and ultimately improve financial performance.