This paper examines the relationship between strategy and Total Quality Management (TQM) implementation, as well as the impact of the adaptation of both to organizational performance. We have used the emphasis on cost leadership, differentiation on marketing and differentiation on innovation as strategic dimensions to develop four great strategic configurations. The degrees of implementation of the TQM elements in each of them, as well as their associations to the various types of performances have been studied. Our results significantly support the hypotheses proposed, and suggest differences in TQM implementation depending on the selected strategy. It is also noticed that companies with greater degrees of co-alignment between their strategies and TQM are those with the highest levels of performance.

The aim of this paper is to study the relationship between organizational climate and perceptions of support for innovation, considering that the relationship may be moderated by the type of labor contract the employees have. This moderating effect may have its origins in the perception of reality and the type of knowledge applied on the job. The results drawn from empirical research among 312 observations of the employees in 80 offices of a Spanish financial company enable us to verify, on the one hand, that an organizational climate characterized by support, cohesion and intrinsic recognition favors perceptions of support for innovation; and, on the other hand, that there are differences in the dimensions of climate that favor perceptions of support for innovation depending on the employees' contractual relationship with the organization.

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Recent literature in the field of strategic management suggests that firms must learn to combine internal competencies and resources in order to achieve competitive advantages. This paper examines how firms employ slack resources to enhance the relationship between quality management (QM) and organizational learning to obtain sustainable competitive advantages. The findings use empirical data gathered from 202 quality managers to support the hypotheses that: 1) there is a strong connection between organizational learning and QM; and 2) the relation between organizational learning and QM is moderated by slack resources.

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