. In the context of intensifying competition and growing customer demands for reliability and service quality, many enterprises concentrate on formal quality management tools while underestimating the impact of corporate culture on quality outcomes. This leads to fragmented implementation of Total Quality Management (TQM) and reduces the effect of quality improvement programs for products and services. The article examines the role of corporate culture as a tool for improving the quality of a company’s products and services and as a strategic resource within the TQM system. The purpose of the study is to provide a theoretical justification of the influence of corporate culture on the quality of production processes and customer experience, to identify specific features of a corporate culture oriented toward continuous improvement, and to develop practical recommendations for its development. The research materials include works by domestic and international scholars on organizational culture, “quality culture,” TQM, and the philosophy of kaizen, as well as practical case studies of companies that implement continuous improvement approaches. The methodological basis of the study comprises systemic and process approaches, methods of logical, comparative, and content analysis, as well as generalization and systematization of management practices. As a result, the concept of corporate culture in the context of quality management was clarified, key elements of a quality-oriented culture (values, norms, behavioral models, leadership, motivation system, customer focus) were identified, and the mechanisms of their influence on product and service quality were revealed. Organizational steps for integrating the cultural dimension into the quality management system were proposed, including strengthening the role of leadership, enhancing employee engagement, shifting the focus toward defect prevention, and using elements of the Japanese kaizen model. The study concludes that taking into account the specific characteristics of corporate culture and its purposeful development is a necessary condition for sustainable quality improvement and increased competitiveness of the enterprise; recommendations are offered for practice on diagnosing the existing culture and gradually shaping a corporate culture of quality.
. In the context of intensifying competition and growing customer demands for reliability and service quality, many enterprises concentrate on formal quality management tools while underestimating the impact of corporate culture on quality outcomes. This leads to fragmented implementation of Total Quality Management (TQM) and reduces the effect of quality improvement programs for products and services. The article examines the role of corporate culture as a tool for improving the quality of a company’s products and services and as a strategic resource within the TQM system. The purpose of the study is to provide a theoretical justification of the influence of corporate culture on the quality of production processes and customer experience, to identify specific features of a corporate culture oriented toward continuous improvement, and to develop practical recommendations for its development. The research materials include works by domestic and international scholars on organizational culture, “quality culture,” TQM, and the philosophy of kaizen, as well as practical case studies of companies that implement continuous improvement approaches. The methodological basis of the study comprises systemic and process approaches, methods of logical, comparative, and content analysis, as well as generalization and systematization of management practices. As a result, the concept of corporate culture in the context of quality management was clarified, key elements of a quality-oriented culture (values, norms, behavioral models, leadership, motivation system, customer focus) were identified, and the mechanisms of their influence on product and service quality were revealed. Organizational steps for integrating the cultural dimension into the quality management system were proposed, including strengthening the role of leadership, enhancing employee engagement, shifting the focus toward defect prevention, and using elements of the Japanese kaizen model. The study concludes that taking into account the specific characteristics of corporate culture and its purposeful development is a necessary condition for sustainable quality improvement and increased competitiveness of the enterprise; recommendations are offered for practice on diagnosing the existing culture and gradually shaping a corporate culture of quality.