Quality Culture, Quality Management, and Organizational Performance: A Structural Model for the Manufacturing Sector

(1) Background: This study investigates the impact of Quality Culture (QC) and Quality Management (QM) on Organizational Performance (OP) in the manufacturing sector, emphasizing their role in driving sustainability and competitiveness. (2) Methods: A theoretical model was validated to analyze direct and indirect relationships among QC, QM, and OP using Structural Equation Modeling (SEM). Data were collected from 204 employees across 16 manufacturing firms in Norte de Santander, Colombia, using Likert-scale surveys and secondary financial data. Analytical methods included Exploratory Data Analysis (EDA), polychoric correlations, and SEM, with rigorous reliability and validity testing. (3) Results: QC directly impacts OP, with its effect significantly amplified through QM as a mediator. The QC–QM relationship highlights leadership, participation, and customer focus as critical for implementing effective quality systems. Key QM practices, including strategic planning and performance monitoring, enhance financial and non-financial aspects of OP. (4) Conclusions: This study demonstrates the importance of integrating QC and QM to optimize OP, offering empirical insights for policies and organizational training to promote sustainability and competitiveness. Future research should validate the model in other sectors to extend its applicability.