Unpacking the behavioral mechanisms of TQM: evidence from airport ground operations

Purpose This study examines how structured quality management practices and psychological enablers interact to shape frontline employee capability in complex service environments. It aims to unpack the behavioral mechanisms through which TQM initiatives generate performance outcomes beyond structural compliance. Design/methodology/approach A behavioral system model is proposed in which structured methods, empowerment, and continuous improvement function as interdependent levers. Using survey data from 202 frontline employees in airport ground handling services, the study employs partial least squares structural equation modeling to test a multistage mediation model. Findings Structured quality methods do not directly influence employee capability but operate through the mediating effects of continuous improvement and creative efficacy. Empowerment functions as a foundational enabler that activates learning behavior and self-belief. The findings highlight the recursive interplay between structure, agency, and cognition in shaping quality performance. Practical implications Organizations should design quality infrastructures that integrate empowerment and experiential learning into formal routines. Continuous improvement should be institutionalized as a behavioral cycle, and performance systems should track not only compliance but also engagement and innovation behaviors. Originality/value The study challenges the traditional dichotomy between “hard” and “soft” TQM elements by reframing quality management as a dynamic behavioral system. It contributes to bridging quality management theory with microfoundations of organizational behavior and strategy.