Configuring Quality Management and Marketing Implementation and the Performance Implications for Industrial Marketers

Research output: Journal article publicationJournal articleAcademic researchpeer-review

18 Citations (Scopus)


This study empirically examines if different configurations of quality management and marketing (Q&M) implementation exist in various industrial organizations and explores their implications for firm performance. We survey 304 organizations that have operational quality management systems and conduct in-depth interviews with selected groups of respondent organizations to understand their market-oriented behaviors. We perform cluster analysis of the survey data to empirically construct taxonomic configurations of Q&M implementation that may exist in these organizations. The results show three distinct configurations with each configuration displaying specific implementation characteristics. We label the corresponding organizations as reactive firms, progressive firms, and proactive firms, respectively. In other words, each configuration represents a different extent of implementing Q&M in organizations. We also find that the empirically-derived configurations, corroborated with in-depth interview data, are associated with various firm performance measures. The analysis reveals that proactive firms in which Q&M are implemented at a high level attain the best firm performance. Despite the exploratory nature of this study, the taxonomy developed yields valid and reliable findings that have significant theoretical and practical implications for industrial marketers.
Original languageEnglish
Pages (from-to)1284-1297
Number of pages14
JournalIndustrial Marketing Management
Issue number8
Publication statusPublished - 1 Nov 2012


  • Case study
  • Marketing
  • Performance
  • Quality
  • Survey

ASJC Scopus subject areas

  • Marketing


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