Abstract
Purpose – The purpose of this paper is to investigate the role of quality management (QM) in the
development of mass customization (MC) capability. QM is modeled as a second-order construct
reflected by six QM practices (small group problem solving, top management leadership for quality,
information and feedback, process management, customer focus, and supplier involvement). The paper
proposes that these six practices reflect the core principles of QM, and in turn QM contributes to the
development of MC capability.
Design/methodology/approach – Using the survey data collected from 167manufacturing plants in
three industries and eight countries, structural equation modeling was employed to test the hypotheses.
Findings – The results provide empirical evidence supporting the proposed relationships between
QM and MC capability.
Research limitations/implications – The dataset for this paper is cross-sectional. Future studies
should consider a longitudinal setting that would provide a deeper understanding of causal
relationships. Second, an existing database was used, thereby limiting the choices of variables analyzed.
Practical implications – The findings of empirical support for the positive impact of QM practices
on MC capability provide guidance for managers in the allocation of resources for QM efforts in their
pursuit of MC capability.
Originality/value – This is one of the first studies to shed light on the effects of QM on MC
capability. The paper presents an explanation on how QM helps to develop MC capability and also
finds empirical evidence supporting such a relationship.
Keywords Mass customization, Quality management
Paper type Research paper