Unraveling the complexity of Quality 4.0 technological dimension adoption: a configurational approach using QCA

Purpose This study aims to identify and model the conditions that enable or hinder the successful adoption of the technological dimension of Quality 4.0 (Q4.0) in the Spanish aerospace industry. It addresses a critical gap in the literature by analyzing not only technological readiness but also strategic, social, and cultural factors that shape organizations’ capacity for digital transformation in quality management systems. Design/methodology/approach The research is grounded in sociotechnical systems theory, dynamic capabilities theory and the technology-organization-environment (TOE) framework. It adopts a configurational perspective through the application of qualitative comparative analysis (QCA). Empirical data were collected via semi-structured interviews with senior managers from aerospace organizations. This methodological triangulation enables the identification of both necessary and sufficient conditions for Q4.0 technological adoption and non-adoption. Findings The results reveal that the strategic and social dimensions of Q4.0 are necessary conditions for successful technological adoption. At the same time, digital culture and the absence of organizational barriers emerge as contextual enablers in various sufficient configurations. Conversely, the absence of strategic and social dimensions, coupled with the presence of barriers, explains technological non-adoption. Research limitations/implications Although the study provides a robust framework and results, the conclusions are based on perceptual data from the Spanish aerospace sector, which may limit their generalizability. Future research should test the proposed configurations in other industries and geographic contexts and incorporate objective performance indicators. Practical implications The study provides actionable guidance for aerospace organizations adopting Q4.0. Successful implementation requires alignment between technological initiatives and strategic and social dimensions, with strategy acting as the primary driver. Managers should integrate Q4.0 into corporate objectives, strengthen digital culture and cross-functional collaboration and proactively remove internal barriers as they develop digital competencies. Q4.0 must be positioned as a strategic transformation rather than a purely technical upgrade. In contrast, weak strategic vision and organizational resistance are strong predictors of failure. Deviant cases further highlight the importance of contextualized approaches supported by qualitative insight. Originality/value The findings underscore the complexity and configurational nature of digital transformation in quality management, emphasizing the interplay of organizational culture, leadership, strategy and ecosystem integration. This study contributes to the theoretical advancement of Q4.0 by positioning digital culture as a core explanatory construct and offers practical recommendations for organizations aiming to navigate successful Q4.0 implementation.