This study proposes a systematic approach to model and examine the contextual effects of some key organizational factors on the functioning and utility of work practices. Whilst adopting a context-practice-performance conceptual framework, this study examines the relationship between leadership, organizational culture, and quality management practice. A survey was conducted amongst 66 respondents in 35 manufacturing companies in Hong Kong. Three complete mediation models and three partial mediation models were specified and estimated using structural equation modelling (LISREL 8.14). Results show that continuous-learning culture may promote the implementation of process management practices, and that transformational leaders tend to foster cultural changes towards continuous-learning. Results also suggest that the influence of transformational leadership on process management may be largely transmitted through a continuous-learning culture. This indicates that organizational culture may act as an effective mechanism for training overall and for leaders to induce organizational changes. Altogether, these findings suggest that the role of senior executives in promoting a continuous-learning culture could be important in leading a quality improvement programme. More theoretical and empirical work should be undertaken in applying the context-practices-performance framework to help integrate micro- and macro-ergonomics.

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