Quality mindset: applying implicit theories to quality management

Purpose This paper introduces and conceptualizes the construct of quality mindset (QM), defined as employees' underlying beliefs about the meaning and significance of quality, which influence their behaviors, motivations and commitment to achieving quality outcomes. The study aims to explain how these beliefs shape quality performance at both individual and organizational levels. Design/methodology/approach Drawing on Dweck's (2017) theory of implicit person beliefs, the paper positions QM within the broader domain of implicit theories, explicitly focusing on employees' perceptions of whether quality capabilities are static or developable. Following a conceptual theory-building approach, a conceptual model is proposed based on an integrative reflection on literature across quality management, organizational behavior, and psychology. Two dimensions of QM are introduced: compliance-oriented and excellence-oriented. A measurement scale is also proposed for assessing these dimensions. Findings The article delineates the antecedents, mediating mechanisms and outcomes associated with different forms of QM. It discusses how QM influences quality-related behaviors and organizational performance through distinct psychological and contextual pathways. The excellence-oriented QM is particularly related to proactive quality practices and continuous improvement. Research limitations/implications As a conceptual paper, empirical validation of the proposed QM typologies and measurement scale remains a key area for future research. Further studies are needed to test the model across different industries and cultural contexts. Practical implications Understanding employees' quality mindsets can inform managerial interventions designed to foster a culture of quality. Tailored strategies can be developed to shift beliefs towards an excellence-oriented QM, thereby enhancing overall quality performance. Social implications By promoting a developmental view of quality, organizations can foster greater employee engagement, innovation and accountability, ultimately leading to more sustainable and ethically grounded quality practices. Originality/value This paper introduces a novel psychological construct, QM, to the quality management literature, extending the application of implicit theories to organizational contexts. It provides a fresh lens through which to understand individual variation in quality-related behavior, offering a foundation for future research and practical quality enhancement initiatives.