Investigating the strategic interaction between QMS, organisational agility and innovative performance

Abstract

As organisations find themselves in continuously more competitive and volatile markets, it is imperative that organisational leaders understand the impacts of their management systems and work to optimise their customer-satisfying deliverables. This exploratory literature review explores three strategic elements of organisational performance, with an intention of identifying if factors linking between the performance elements exist. Specifically, this research investigates the strategic expressions of Quality Management Systems, Organisational Agility and Innovative Performance. The structure of this paper first looks at how the Quality Management System interacts with an organisation’s performance objective. This is followed by a review literature pertaining to innovative performance as well as the consequences and attributes of organisational agility. Finally, a concluding analysis outlines potential areas of correlation between the organisational performance factors and avenues for continued research. This study contributes directly to organisational performance literature as well as practical implementations by providing a context for how the three strategic performance elements may interact.

Keywords:

• quality management
• innovative capability
• organisational agility
• strategic performance
• integration

Disclosure statement

No potential conflict of interest was reported by the author(s).