The Impact of Dynamic Capabilities on the Performance of Quality Management Systems in Manufacturing Companies in Kenya
Keywords:
Dynamic capabilities, Quality management systems, Organizational performance, Seizing capabilities, Sensing capabilities, Reconfiguring capabilities, ISO 9001, Developing economiesAbstract
This study investigates the relationship between dynamic capabilities and the performance of quality management systems (QMS) in Kenyan manufacturing companies. Despite significant investments in quality management frameworks like ISO 9001, many manufacturing firms in Kenya continue to struggle with effective implementation and sustainable performance improvement. This research addresses this gap by examining how three dimensions of dynamic capabilities—sensing, seizing, and reconfiguring; influence QMS performance outcomes. Using a mixed-methods approach, data was collected from 187 manufacturing companies across various industrial sectors in Kenya through structured questionnaires and semi-structured interviews with quality managers and executives. Structural equation modeling revealed that all three dynamic capability dimensions positively influence QMS performance, with reconfiguring capabilities demonstrating the strongest effect (β=0.58, p<0.001), followed by sensing (β=0.42, p<0.001) and seizing capabilities (β=0.39, p<0.001). The qualitative findings further indicated that firms with well-developed dynamic capabilities were better positioned to adapt their QMS to changing market conditions, integrate innovative quality practices, and transform quality management from a compliance-focused activity to a strategic organizational capability. Additionally, the research found that organizational learning orientation moderates the relationship between dynamic capabilities and QMS performance. The findings contribute to the theoretical understanding of quality management by extending dynamic capabilities theory to QMS implementation in developing economies and provide practical insights for manufacturing managers seeking to enhance their quality management initiatives in turbulent business environments. The study recommends that Kenyan manufacturing firms develop and nurture dynamic capabilities as a foundation for sustaining effective quality management systems.
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This work is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License.
