We test the relationships among quality orientation, market orientation, and organizational performance. Quality orientation looks at the level of quality management being implemented, while market orientation examines the level of marketing being practiced. Using data from 304 organizations having operational quality management systems, we test a structural model examining the hypothesized relationships among the three constructs. The quantitative survey results are supplemented with qualitative data collected from in-depth interviews with selected respondent organizations having different levels of quality and market orientations. The findings reveal that quality orientation and market orientation are complementary and substantiate the view that quality management and marketing reinforce each other in enhancing organizational performance. Management implications for the collective implementation of quality management and marketing are discussed.
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