Quality Management Practices and Their Impact on Exploitative and Explorative Innovations: An Exploratory Analysis

This study delves into the in-depth analysis of the relationship between quality management principles (QMPs) and organizational ambidexterity, specifically focusing on exploitative and explorative innovations. Through interviews conducted with key personnel in senior and middle-level management, the impact of various QMPs on these two forms of innovation was examined. The findings revealed several significant insights. First, customer focus and people engagement were identified as contributors to both forms of innovation, with a stronger influence on exploitative innovation. However, they can lead to the identification of new needs and subsequently drive explorative innovation when customer focus has an emphasis in customer behavior, not feedback, and people engagement when employees are empowered adequately to take risks in trying new things. Second, leadership and relationship management were found to play a critical role in both exploitative and explorative innovations. Lastly, process approach, improvement, and evidence-based decision making were found to primarily contribute to exploitative innovation rather than explorative innovation. These findings are significant for business leaders, particularly in the context of Saudi Vision 2030 and the objective of unlocking the potential of non-oil sectors. By understanding the specific impact of QMPs on organizational ambidexterity, leaders can contribute to the realization of strategic objectives and explore prospects by leveraging existing resources and identifying new avenues. Overall, this research enhances the understanding of the relationship between QMPs and organizational ambidexterity. It provides insights into the influence of each principle on both exploitative and explorative innovations, offering valuable knowledge for practitioners and contributing to the existing body of research in the field.