Younès El Manzani
email: younes.el-manzani@uvsq.fr

Mostapha El

Zakaria Lissaneddine

Moura E Sá

Soft quality management practices and product innovation ambidexterity: the mediating role of market orientation ambidexterity

Keywords: Soft quality management practices, ISO 9001, organizational ambidexterity, innovation ambidexterity, market orientation ambidexterity, product innovation ambidexterity, PLS-SEM, Morocco

Purpose -This study empirically analyses the direct impacts of Soft Quality Management Practices (SQMP) and Market Orientation Ambidexterity (MOA) on Product Innovation Ambidexterity (PIA). It also examines the mediating role of MOA on the relationship between SQMP and PIA.

Design/methodology/approach -Following a quantitative research methodology, a wellstructured questionnaire is used to collect data from 130 Moroccan certified ISO 9001 firms. The conceptual framework of the study was tested using partial least squares structural equation modeling (PLS-SEM).

Findings -The results show that SQMP have no significant association with PIA while they positively and significantly impact MOA. The study also revealed that MOA has a positive and significant impact on PIA and fully mediates the relationship between SQMP and PIA.

Research limitations/implications -Due to the conceptualization of MOA and PIA as combined ambidexterity, the results of the study might be different in the case of balanced ambidexterity.

Practical implications -To achieve PIA, managers need to be aware that implementing SQMP, while important, is not enough. They must invest sufficient resources to properly implement these practices to support MOA. Consequently, MOA will lead their organization to PIA by establishing the significant impact of SQMP on PIA.

Originality/value -Regardless of the abundant literature on the relationship between QM practices and innovation, this study is among the first to examine the impact of SQMP on PIA. Using MOA as a mediator can give a meaningful answer to the indecisive empirical results of the impact of QM on innovation. Furthermore, this research contributes to the scarce literature on relevant studies conducted in developing countries.

Introduction

In today's dynamic business environment, product innovation is a key strategy that enables firms to create and maintain a competitive advantage [START_REF] Bagchi-Sen | Product innovation and competitive advantage in an area of industrial decline: the Niagara region of Canada[END_REF]. More than that, they must be able to develop both incremental (IPI) and radical product innovation (RPI) to maintain their performance levels in the short and long term (O'Reilly and [START_REF] O'reilly | Organizational ambidexterity: Past, present, and future[END_REF][START_REF] Ardito | The influence of inbound open innovation on ambidexterity performance: Does it pay to source knowledge from supply chain stakeholders[END_REF]. In other words, firms need to develop product innovation ambidexterity (PIA) to last in dynamic scenarios characterized by market competitiveness, volatility, and uncertainty [START_REF] Harmancioglu | Cannibalize and combine? The impact of ambidextrous innovation on organizational outcomes under market competition[END_REF]). However, it is unclear how PIA can be achieved [START_REF] Asif | Creating ambidexterity through quality management[END_REF] and inherently challenging, since the two types of innovations require different kinds of organizational settings and practices that compete for scarce resources and create tensions, conflicts, contradictions within a single organization [START_REF] Andriopoulos | Exploitation-Exploration Tensions and Organizational Ambidexterity: Managing Paradoxes of Innovation[END_REF][START_REF] Simsek | A typology for aligning organizational ambidexterity's conceptualizations, antecedents, and outcomes[END_REF][START_REF] Lin | Managing the exploitation/exploration paradox: The role of a learning capability and innovation ambidexterity[END_REF]. Some theoretical and empirical studies suggest that quality management (QM) (Moreno Luzon and Valls Pasola 2011, Asif and de Vries 2015, Asif 2017, [START_REF] Kafetzopoulos | Organizational ambidexterity: antecedents, performance and environmental uncertainty[END_REF][START_REF] Pertusa-Ortega | Developing ambidexterity through quality management and their effects on performance[END_REF]) and market orientation (MO) [START_REF] Tan | Paths to success: An ambidexterity perspective on how responsive and proactive market orientations affect SMEs' business performance[END_REF][START_REF] Ramachandran | Enabling and leveraging ambidexterity: influence of strategic orientations and knowledge stock[END_REF][START_REF] Sahi | The effects of strategic orientation on operational ambidexterity: A study of indian SMEs in the industry 4.0 era[END_REF]) can be designed to support PIA.

The current literature on the impact of QM on innovation ambidexterity encompasses some limits. Empirical studies conceptualize and operationalize QM as a unidimensional concept to separately explain the exploitation and exploration dimensions of innovation ambidexterity (Álvarez Santos et al. 2018, Khan and[START_REF] Khan | The impact of strategic quality orientation on innovation capabilities and sustainable business growth[END_REF]. These studies have focused only on one hard practice of QM, namely process management [START_REF] Benner | Process Management and Technological Innovation: A Longitudinal Study of the Photography and Paint Industries[END_REF], 2003[START_REF] Moreno-Luzon | Driving organisational ambidexterity through process management. The key role of cultural change[END_REF] to the detriment of soft QM practices (SQMP). Also, the recent studies that consider innovation ambidexterity as a combination of exploitation and exploration have conceptualized QM as a one-dimensional concept and disregarded SQMP [START_REF] Kafetzopoulos | Organizational ambidexterity: antecedents, performance and environmental uncertainty[END_REF][START_REF] Pertusa-Ortega | Developing ambidexterity through quality management and their effects on performance[END_REF]. The one-dimensional view of QM is a bias that must be avoided as it leads to contradictory results in the context of innovation [START_REF] Abrunhosa | Are TQM principles supporting innovation in the Portuguese footwear industry?[END_REF][START_REF] Zeng | The impact of hard and soft quality management on quality and innovation performance: An empirical study[END_REF][START_REF] Escrig-Tena | The impact of hard and soft quality management and proactive behaviour in determining innovation performance[END_REF], El Manzani et al. 2019). Consequently, there remains a paucity of empirical studies that help to understand the relevance of SQMP in fostering PIA, as they are known to have the potential to enable exploratory and exploitative product of studies that have looked at the relationship between SQMP, MOA, and PIA, which could provide academics and practitioners with new insights into their interplays.

Next, the paper presents the literature review and the hypotheses proposed. Then, it describes the research method and the results. Finally, it shows a discussion and conclusions section, which includes implications, limitations, and suggestions for further research.

Literature review 1.1 Soft quality management practices

To better understand the impact of QM on innovation, studies conceptualize QM as a set of practices divided into hard and soft practices [START_REF] Prajogo | The multidimensionality of TQM practices in determining quality and innovation performance -An empirical examination[END_REF][START_REF] Zeng | The impact of hard and soft quality management on quality and innovation performance: An empirical study[END_REF], 2017[START_REF] Escrig-Tena | The impact of hard and soft quality management and proactive behaviour in determining innovation performance[END_REF], El Manzani et al. 2019[START_REF] Sciarelli | The relationship between soft and hard quality management practices, innovation and organizational performance in higher education[END_REF][START_REF] Gambi | The impact of quality management practices on innovation: an empirical research study of Brazilian manufacturing companies[END_REF] based on SocioTechnical Systems theory (STS) [START_REF] Manz | Attaining flexible stability by integrating total quality management and socio-technical systems theory[END_REF]. This theory views the organization as a functioning system with two interdependent subsystems, the technical/hard system, and the social/soft system. The technical system manages the processes, procedures, tasks, and technologies required to transform inputs into outputs, while the social system focuses on people's relationships, behaviors, attitudes, skills, beliefs, and values (Bostrom & Heinen, 1977;Bostrom & Heinen, 1977).

Following STS theory, SQMP are referred to in the literature with different names as cognitive practices [START_REF] Kekäle | A mismatch of cultures: A pitfall of implementing a total quality approach[END_REF], infrastructural practices [START_REF] Flynn | The Impact of Quality Management Practices on Performance and Competitive Advantage[END_REF][START_REF] Zu | Infrastructure and core quality management practices: how do they affect quality?[END_REF], or social practices [START_REF] Cua | Relationships between implementation of TQM, JIT, and TPM and manufacturing performance[END_REF], El Manzani et al. 2019). SQM practices reflect the paradigm of soft managerial change which comprises reflection engagement, empowerment, and knowledge capture and dissemination [START_REF] Bourke | Innovation, quality management and learning: Short-term and longerterm effects[END_REF]. Based on [START_REF] Bowen | Total quality-oriented human resources management[END_REF] idea that it is employees who realize quality, the SQM practices embrace consists of cultural, social, learning, and relationship-oriented practices of QM [START_REF] Wilkinson | The other side of quality: 'soft' issues and the human resource dimension[END_REF][START_REF] Sitkin | Distinguishing Control From Learning in Total Quality Management: a Contingency Perspective[END_REF][START_REF] Flynn | The Impact of Quality Management Practices on Performance and Competitive Advantage[END_REF][START_REF] Rahman | Soft TQM, hard TQM, and organisational performance relationships: An empirical investigation[END_REF]. These practices are captured at the strategic level by integrating strategic planning [START_REF] Samson | Relationship between total quality management practices and operational performance[END_REF], visionary leadership and shared vision [START_REF] Anderson | A Path Analytic Model of a Theory of Quality Management Underlying the Deming Management Method: Preliminary Empirical Findings[END_REF][START_REF] Dow | Exploding the myth: do all quality management practices contribute to superior quality performance[END_REF], employee relations [START_REF] Saraph | An Instrument for Measuring the Critical Factors of Quality Management[END_REF], and open organization [START_REF] Powell | Total Quality Management as Competitive Advantage : A Review and Empirical Study[END_REF]. They are also captured at the interorganizational level by embodying supplier and customer relationships [START_REF] Flynn | The Impact of Quality Management Practices on Performance and Competitive Advantage[END_REF].

For this study, SQMP include four practices [START_REF] Bakotić | Employee involvement as a key determinant of core quality management practices[END_REF]Rogošić 2017, El Manzani et al. 2019). (1) Leadership is the responsibility of leaders to create and communicate to all members a shared vision and clear and visible values and goals of quality and how to adopt them at all levels of the organization [START_REF] Anderson | a Theory of Quality Management Underlying the Deming Management Method[END_REF][START_REF] Conca | Development of a measure to assess quality management in certified firms[END_REF][START_REF] Rao | Does ISO 9000 have an effect on quality management practices? An international empirical study[END_REF]. ( 2) Customer focus means that all activities of QM are driven by understanding the present and future needs of the customer and everyone in the organization should be aware of this [START_REF] Ahire | Total quality management: A literature review and an agenda for future research[END_REF][START_REF] Powell | Total Quality Management as Competitive Advantage : A Review and Empirical Study[END_REF][START_REF] Rao | Does ISO 9000 have an effect on quality management practices? An international empirical study[END_REF]. (3) Employee involvement consists of the idea that people at all levels are the essence of an organization and their full involvement individually and collectively enables their skills to be used for the benefit of the organization [START_REF] Dale | Total Quality Management[END_REF]. ( 4) Supplier relationship means that an organization can only increase its level of quality and reduce time and costs if it has a long-term relationship with a few good suppliers characterized by trust, loyalty, and cooperation [START_REF] Trent | Achieving world-class supplier quality[END_REF]Monczka 1999, Tarí et al. 2007).

Market orientation ambidexterity

In response to the criticism that MO does not approach the expected results for the firms, [START_REF] Jaworski | Market-Driven Versus Driving Markets[END_REF] introduced the two approaches of market-driven and market driving for MO. The former is based on understanding and responding to the behavior of actors within a given market structure, while the latter seeks to influence the market structure and/or the behavior of actors to improve the firm's competitive advantage [START_REF] Jaworski | Market-Driven Versus Driving Markets[END_REF].

Similarly, [START_REF] Narver | Responsive and Proactive Market Orientation and New-Product Success[END_REF] brought a two-dimensional view to MO by dichotomizing it into RMO and PMO. Viewed as a customer-led culture, RMO can be described as a set of capabilities to meet customer expressed needs and focus on current products and markets [START_REF] Narver | Responsive and Proactive Market Orientation and New-Product Success[END_REF], Atuahene-Gima et al. 2005, Li et al. 2008[START_REF] Tsai | The curvilinear relationships between responsive and proactive market orientations and new product performance: A contingent link[END_REF]. Considered as a lead-the-customer culture, PMO can be described as a set of capabilities enabling the firm to meet latent customer needs and focus on new products and emerging markets [START_REF] Narver | Responsive and Proactive Market Orientation and New-Product Success[END_REF], Atuahene-Gima et al. 2005, Li et al. 2008[START_REF] Tsai | The curvilinear relationships between responsive and proactive market orientations and new product performance: A contingent link[END_REF].

Despite some distinctions between RMO and PMO, they are complementary, not substitutes at opposite ends of a continuum, without being in conflict or presenting a significant managerial paradox [START_REF] Atuahene-Gima | The contingent value of responsive and proactive market orientations for new product program performance[END_REF][START_REF] Jaworski | Market-Driven Versus Driving Markets[END_REF][START_REF] Li | The nature of market orientation and the ambidexterity of innovations[END_REF][START_REF] Slater | Successful development and commercialization of technological innovation: Insights based on strategy type[END_REF]Slater & Narver, 2000). Since a total MO involves both reactive and proactive behavior, firms can be ambidextrous by engaging in both orientations simultaneously, and the shift from one form to the other is part of a dialectic influenced by the relationship between the firm and its environment [START_REF] Jaworski | Market-Driven Versus Driving Markets[END_REF]Slater & Narver, 2000); we speak of ambidextrous MO.

From existing research [START_REF] Leng | Speed leaders and quality champions[END_REF][START_REF] Herhausen | Unfolding the ambidextrous effects of proactive and responsive market orientation[END_REF], MO ambidexterity is the ability of an organization to combine both responsive and proactive MO. Following [START_REF] Kohli | Market Orientation: The Construct, Research Propositions, and Managerial Implications[END_REF] and [START_REF] Narver | Responsive and Proactive Market Orientation and New-Product Success[END_REF], we conceptualize MO ambidexterity as the organization's production of information about customers' current needs (i.e., exploiting customer needs), the dissemination of this information across the organization's departments, and the organization's reaction to this information, while being able to generate information about customers' latent needs (i.e., exploring customer needs), the dissemination of this information across the organization's departments, and the organization's reaction to this information.

Product innovation ambidexterity

Innovation ambidexterity refers to an organization's ability to pursue both exploratory and exploitative innovations simultaneously [START_REF] He | Exploration vs. exploitation: An empirical test of the ambidexterity hypothesis[END_REF]. Thus, ambidextrous firms exploit their current capabilities and resources to refine and improve the existing product while at the same time they explore new technological paths and experience unfamiliar knowledge, capabilities, and resources required to create new and truly unique products (AndrPIoulos and [START_REF] Andriopoulos | Exploitation-Exploration Tensions and Organizational Ambidexterity: Managing Paradoxes of Innovation[END_REF][START_REF] Asif | Exploring the antecedents of ambidexterity: a taxonomic approach[END_REF]. It follows that ambidexterity in terms of product innovation occurs when the firm somehow engages to carry out various product innovations types [START_REF] Estrada | Alliance Portfolio Diversity, Product Innovation Ambidexterity and the Role of Management Approach[END_REF].

The Oslo Manual considers that product innovation is "a new or improved good or service that differs significantly from the firm's previous goods or services and that has been introduced on the market" (OECD/Eurostat, 2018, p. 70). [START_REF] Damanpour | Organizational Innovation: a Meta-Analysis of Effects of Determinants and Moderators[END_REF] describes product innovations as new products or services introduced to meet an external customer or market need. Through these definitions, product innovations can be divided into incremental product innovations (IPI) and radical product innovations (RPI) [START_REF] Danneels | The dynamics of product innovation and firm competences[END_REF][START_REF] Jansen | Exploratory innovation, exploitative innovation, and performance: Effects of organizational antecedents and environmental moderators[END_REF][START_REF] Ardito | The influence of inbound open innovation on ambidexterity performance: Does it pay to source knowledge from supply chain stakeholders[END_REF].

The former, which are more related to exploitative innovation, seeks to satisfy existing customers or market needs and rely more on processes such as refinement, choice, efficiency selection, and improvement. On the other hand, radical PI, which is more associated with exploratory innovation, seeks to respond to new customer and market needs that require more breakthrough thinking, search, variation, experimentation, and discovery [START_REF] Chang | Drivers of innovation ambidexterity in small-to medium-sized firms[END_REF][START_REF] Jansen | Exploratory innovation, exploitative innovation, and performance: Effects of organizational antecedents and environmental moderators[END_REF][START_REF] Lin | Managing the exploitation/exploration paradox: The role of a learning capability and innovation ambidexterity[END_REF][START_REF] March | Exploration and Exploitation in Organizational Learning[END_REF][START_REF] Tushman | Ambidextrous Organizations: Managing Evolutionary and Revolutionary Change[END_REF]. If incremental innovation helps maintain a level of performance necessary for the survival of the firm in the short term, radical innovation provides continuity in a long-term changing and dynamic business environment [START_REF] Ardito | The influence of inbound open innovation on ambidexterity performance: Does it pay to source knowledge from supply chain stakeholders[END_REF].

Based on the above, PIA is considered in this study as the simultaneous realization of incremental and radical product innovations. More specifically, the ability of firms to bring to market a product that is significantly improved over those previously developed by the firm in terms of its essential characteristics, intended use, or components, along with new products that are very different from the previous products of the firm and those of its competitors (El Manzani et al. 2019).

Hypotheses development

Soft quality management practices and product innovation ambidexterity

According to theoretical and empirical studies, QM can be a significant antecedent of innovation ambidexterity because it does not inhibit the pursuit of exploratory and exploitative goals [START_REF] Moreno-Luzon | Driving organisational ambidexterity through process management. The key role of cultural change[END_REF][START_REF] Asif | Exploring the antecedents of ambidexterity: a taxonomic approach[END_REF][START_REF] Álvarez Santos | The innovation strategies for managing a specific paradox: exploration/exploitation[END_REF][START_REF] Kafetzopoulos | Organizational ambidexterity: antecedents, performance and environmental uncertainty[END_REF][START_REF] Pertusa-Ortega | Developing ambidexterity through quality management and their effects on performance[END_REF]) and involves practices that support ambidexterity characteristics [START_REF] Perdomo-Ortiz | Total quality management as a forerunner of business innovation capability[END_REF]. SQMP can promote PIA by creating a fertile atmosphere that develops the firm's product innovation capability. For example, studies have shown that SQMP are positively associated with the development of new or significantly improved products [START_REF] Prajogo | The multidimensionality of TQM practices in determining quality and innovation performance -An empirical examination[END_REF][START_REF] Feng | The impact of TQM practices on performance: A comparative study between Australian and Singaporean organizations[END_REF][START_REF] Song | The relationship between quality management and new product development: evidence from China[END_REF][START_REF] Zeng | The impact of organizational context on hard and soft quality management and innovation performance[END_REF][START_REF] Khan | The impact of strategic quality orientation on innovation capabilities and sustainable business growth[END_REF]. Top management's leadership role in quality not only leads to a quality strategy but could also guide the firm's innovation strategies (Tang 1998, Ravichandran and[START_REF] Ravichandran | Quality Management in Systems Development: An Organizational System Perspective[END_REF]. In this regard, the leadership role in PIA is to provide the necessary human and material resources, create and maintain an organizational climate with a culture capable of cultivating and recognizing innovation [START_REF] Ahmed | Culture and climate for innovation[END_REF], and encourage participation in generating innovative ideas at all organizational levels [START_REF] Sadikoglu | Investigating the effects of innovation and employee performance on the relationship between total quality management practices and firm performance: An empirical study of Turkish firms[END_REF]Zehir 2010, Manders et al. 2016). Employee involvement includes various aspects of human resource management (e.g., empowerment, training, and teamwork) that increase employee satisfaction and support their motivation to continuously contribute with creative ideas to improve existing products or recommend new ones [START_REF] Prajogo | The multidimensionality of TQM practices in determining quality and innovation performance -An empirical examination[END_REF][START_REF] Abrunhosa | Are TQM principles supporting innovation in the Portuguese footwear industry?[END_REF][START_REF] Sadikoglu | Investigating the effects of innovation and employee performance on the relationship between total quality management practices and firm performance: An empirical study of Turkish firms[END_REF][START_REF] Zeng | The impact of organizational context on hard and soft quality management and innovation performance[END_REF].

Teamwork also facilitates organizational cohesion that enables knowledge sharing and the creation of new knowledge for exploration and exploitation [START_REF] Pertusa-Ortega | Developing ambidexterity through quality management and their effects on performance[END_REF].

Customer focus is a fundamental requirement for the development of incremental and radical product innovation because it keeps the organization open to its customers [START_REF] Chang | The effectiveness of customer participation in new product development: A meta-analysis[END_REF]Bulent Menguc et al., 2014). Through this openness, the organization continuously learns [START_REF] Dean | Organizing for Manufacturable Design[END_REF] and adapts to fluctuating customer expectations by developing and introducing new incremental and radical products beyond enforcing basic standards [START_REF] Prajogo | The roles of firms' motives in affecting the outcomes of ISO 9000 adoption[END_REF]Sohal 2001, 2003). [START_REF] Benner | Exploitation, Exploration, and Process Management: The Productivity Dilemma Revisited[END_REF] emphasized that the focus on market/customer trends is important to solve the exploration-exploitation innovation dilemma.

Supplier relationships enable the organization to adapt to environmental changes as it is often known that high-performing suppliers play an important role in new product development [START_REF] Song | The role of suppliers in market intelligence gathering for radical and incremental innovation[END_REF][START_REF] Lau | Effects of supplier and customer integration on product innovation and performance: Empirical evidence in Hong Kong manufacturers[END_REF][START_REF] Menguc | Customer and supplier involvement in design: The moderating role of incremental and radical innovation capability[END_REF]. Suppliers could share their resources, expertise, knowledge and experience with the organization, which improves their knowledge base and consequently increases their innovation capacity and develops incremental and radical product innovations [START_REF] Petersen | Supplier integration into new product development: Coordinating product, process and supply chain design[END_REF][START_REF] Kim | Relationship between quality management practices and innovation[END_REF].

Considering this theoretical development, we believe that the SQMP of leadership, employee involvement, customer focus and supplier relationship together could support PIA by helping the organization in realizing exploitation and exploration product innovation-related activities.

H1. SQMP positively and significantly impact PIA.

Market orientation ambidexterity and product innovation ambidexterity

Narver, [START_REF] Narver | Responsive and Proactive Market Orientation and New-Product Success[END_REF] state that MO, responsive or proactive, must be the basis for an organization's innovation efforts. Accordingly, an ambidextrous MO enables PIA since the responsive and proactive dimensions are respectively related to incremental [START_REF] Li | The nature of market orientation and the ambidexterity of innovations[END_REF][START_REF] Tan | Paths to success: An ambidexterity perspective on how responsive and proactive market orientations affect SMEs' business performance[END_REF][START_REF] Bucktowar | Entrepreneurial orientation, market orientation and networking: impact on innovation and firm performance[END_REF][START_REF] Cai | Radical innovation, market orientation, and risk-taking in Chinese new ventures: an exploratory study[END_REF][START_REF] Chen | The Role of Reward Systems in Product Innovations: An Examination of New Product Development Projects[END_REF] and radical product innovation [START_REF] Li | The nature of market orientation and the ambidexterity of innovations[END_REF][START_REF] Tan | Paths to success: An ambidexterity perspective on how responsive and proactive market orientations affect SMEs' business performance[END_REF][START_REF] Bucktowar | Entrepreneurial orientation, market orientation and networking: impact on innovation and firm performance[END_REF], Cai, Liu, et al. 2015[START_REF] Cai | Radical innovation, market orientation, and risk-taking in Chinese new ventures: an exploratory study[END_REF][START_REF] Chen | The Role of Reward Systems in Product Innovations: An Examination of New Product Development Projects[END_REF].

Firms that adopt an RMO have a strong familiarity with their market, often leading them to redefine and/or improve their products [START_REF] Narver | Responsive and Proactive Market Orientation and New-Product Success[END_REF][START_REF] Yannopoulos | Achieving fit between learning and market orientation: Implications for new product performance[END_REF]. In this sense, an RMO strategy is very well suited for incremental product innovation as it can generate, disseminate and exploit external information about the expressed needs of current customers [START_REF] Atuahene-Gima | The contingent value of responsive and proactive market orientations for new product program performance[END_REF], Li et al. 2008). Firms then mobilize a set of skills, procedures, and techniques to discover and deeply understand the needs of the market segments [START_REF] Narver | Responsive and Proactive Market Orientation and New-Product Success[END_REF], Atuahene-Gima et al. 2005, Li et al. 2008). In doing so, they can integrate market information that is closely related to their existing knowledge base and organizational experiences [START_REF] Baker | The synergistic effect of market orientation and learning orientation on organizational performance[END_REF][START_REF] Berthon | To Serve or Create? Strategic Orientations toward Customers and Innovation[END_REF][START_REF] Tsai | The curvilinear relationships between responsive and proactive market orientations and new product performance: A contingent link[END_REF]. As a result, the search for information in the process of developing incremental product innovations becomes more predictable, less complex, and more reliable [START_REF] Atuahene-Gima | The contingent value of responsive and proactive market orientations for new product program performance[END_REF].

Firms with PMO are more likely to discover and gather relevant market information to satisfy the latent needs of customers that are not yet in their awareness [START_REF] Narver | Responsive and Proactive Market Orientation and New-Product Success[END_REF]. A strong PMO gives the firm the ability to obtain, process, and store market information that can alert it to the emergence of opportunities related to new market developments and new technologies [START_REF] Atuahene-Gima | The contingent value of responsive and proactive market orientations for new product program performance[END_REF][START_REF] Tsai | The curvilinear relationships between responsive and proactive market orientations and new product performance: A contingent link[END_REF][START_REF] Zhang | The impact of different types of market orientation on product innovation performance[END_REF]. To identify these new market opportunities, firms with a PMO use new mechanisms and tools to closely monitor customers' behavior and learn more and faster about their latent needs. For example, they can conduct in-depth analyzes of customer data such as complaints, product returns, and warranty claims [START_REF] Von Hippel | Lead Users: A Source of Novel Product Concepts[END_REF][START_REF] Von Hippel | Creating breakthroughs at 3M[END_REF]. They can also establish cooperative relationships with various environmental stakeholders [START_REF] Leenders | The effectiveness of different mechanisms for integrating marketing and R & D[END_REF]Wierenga 2002, Deeds and[START_REF] Deeds | Honeymoons and liabilities: The relationship between age and performance in research and development alliances[END_REF], including close collaboration with led users [START_REF] Von Hippel | Lead Users: A Source of Novel Product Concepts[END_REF], Narver et al. 1998, Atuahene-Gima et al. 2005[START_REF] Bodlaj | Responsive and proactive market orientation and innovation success under market and technological turbulence[END_REF], or make extensive use of IT [START_REF] Tzokas | Navigating the new product development process[END_REF][START_REF] Song | The effect of IT and Co-location on knowledge dissemination[END_REF]).

According to [START_REF] Tan | Paths to success: An ambidexterity perspective on how responsive and proactive market orientations affect SMEs' business performance[END_REF], ambidextrous MO is significantly positively related to innovation ambidexterity. Based on this result, it was assumed that an ambidextrous marketoriented firm can simultaneously pursue both exploitative (IPI) and exploratory innovation strategies (RPI) by balancing responsive and proactive MO simultaneously.

H2. MOA positively and significantly impacts PIA.

Soft quality management practices and market orientation ambidexterity

To understand the SQM effect on MOA, it is necessary to highlight that QM and MO are two synergistic business orientations [START_REF] Mohr-Jackson | Broadening the market orientation: An added focus on internal customers[END_REF][START_REF] O'neal | Marketing's lead role in total quality[END_REF][START_REF] Lu | Strategic marketing planning: a quality function deployment approach[END_REF][START_REF] Gummesson | Implementation requires a relationship marketing paradigm[END_REF][START_REF] El Manzani | L'effet de la synergie entre management de la qualité et orientation marché sur l'innovation produit des entreprises marocaines certifiées ISO 9001[END_REF]. Both are based on a similar theoretical architecture built on a fundamental philosophy that is translated into a practical and operational approach. This architecture is explicitly rooted in the concept of customer satisfaction [START_REF] Day | The Capabilities of Market-Driven Organizations[END_REF]Demirbag, Lenny Koh, Tatoglu, & Zaim, 2006;[START_REF] Lai | Market orientation in quality-oriented organizations and its impact on their performance[END_REF][START_REF] Lai | Configuring quality management and marketing implementation and the performance implications for industrial marketers[END_REF][START_REF] Mele | The synergic relationship between TQM and marketing in creating customer value[END_REF][START_REF] Mohr-Jackson | Conceptualizing total quality orientation[END_REF][START_REF] Yam | TQM: A change management model for market orientation[END_REF] and value creation [START_REF] Mcnaughton | Market-oriented value creation in service firms[END_REF][START_REF] Mele | The synergic relationship between TQM and marketing in creating customer value[END_REF][START_REF] Rönnbäck | Quality management systems and value creation[END_REF].

Previous studies have investigated and confirmed that QM supports MO [START_REF] Raju | The Impact of Quality Context and Market Orientation on Organizational Performance in a Service Environment[END_REF][START_REF] Sittimalakorn | Market orientation versus quality orientation: Sources of superior business performance[END_REF][START_REF] Yam | TQM: A change management model for market orientation[END_REF][START_REF] Samat | TQM practices, service quality, and market orientation[END_REF][START_REF] Santos-Vijande | TQM's contribution to marketing implementation and firm's competitiveness[END_REF][START_REF] Lam | A structural equation model of TQM, market orientation and service quality: Evidence from a developing nation[END_REF][START_REF] Malik | Role of quality management capabilities in developing market-based organisational learning capabilities: Case study evidence from four Indian business process outsourcing firms[END_REF][START_REF] Wang | Total quality management, market orientation and hotel performance: The moderating effects of external environmental factors[END_REF][START_REF] San Miguel | TQM and market orientation in care home services[END_REF][START_REF] Pattanayak | Investigating the influence of TQM, service quality and market orientation on customer satisfaction and loyalty in the Indian banking sector[END_REF][START_REF] Al-Swidi | Total quality management and the organisational performance: The mediating role of market orientation[END_REF]. These empirical shreds of evidence imply that QM is another antecedent of MO. Some scholars noted that organizations that implement QM in their organizational strategy and culture are inherently market-oriented [START_REF] Mohr-Jackson | Conceptualizing total quality orientation[END_REF]Litton, 2001, cited in Samat et al., 2006). However, no study was interested in the relationship between SQMP and MOA.

SQMP could be an organizational driver of MOA as the implementation of MO requires essential backgrounds such as the role of senior management (leadership), employee training, participation and empowerment, and strong departmental coordination [START_REF] Demirbag | TQM and market orientation's impact on SMEs' performance[END_REF][START_REF] Lam | A structural equation model of TQM, market orientation and service quality: Evidence from a developing nation[END_REF][START_REF] Mohr-Jackson | Broadening the market orientation: An added focus on internal customers[END_REF][START_REF] Samat | TQM practices, service quality, and market orientation[END_REF].

All of these backgrounds are incorporated by SQMP. [START_REF] Samat | TQM practices, service quality, and market orientation[END_REF] showed that customer orientation and employee empowerment have a positive influence on market orientation, with the former having a stronger influence than the latter. Similarly, San [START_REF] San Miguel | TQM and market orientation in care home services[END_REF] found that the soft TQM practices of leadership, resources, and alliance and people, have a significant positive relationship with MO. For [START_REF] Malik | Role of quality management capabilities in developing market-based organisational learning capabilities: Case study evidence from four Indian business process outsourcing firms[END_REF], leadership commitment shared beliefs and values regarding systematic information sharing, internal and external values on customer orientation, and integration of functional and cross-functional teams enable the organization to be market-oriented by formulating an appropriate organizational response to its market and especially to the needs of its customers.

A compelling aspect of the development of MOA is the implementation of a MO culture within the organization that places the satisfaction of customers' expressed and latent needs at the center of the organization's belief system. SQMP could enable this culture to be accepted by employees by creating and maintaining a good working environment that develops a customercentric mindset and makes them highly receptive to changes in the external environment [START_REF] Mohr-Jackson | Broadening the market orientation: An added focus on internal customers[END_REF][START_REF] Yam | TQM: A change management model for market orientation[END_REF]. Therefore, this study assumes that the implementation of SQMP has a positive impact on the organization's MOA.

H3. SQMP positively and significantly impact MOA.

The mediating role of market orientation ambidexterity

Although there is clear evidence that SQMP promote new or significantly improved products [START_REF] Prajogo | The multidimensionality of TQM practices in determining quality and innovation performance -An empirical examination[END_REF][START_REF] Feng | The impact of TQM practices on performance: A comparative study between Australian and Singaporean organizations[END_REF][START_REF] Hoang | The impact of total quality management on innovation[END_REF] innovation (e.g., [START_REF] Zeng | The impact of hard and soft quality management on quality and innovation performance: An empirical study[END_REF] or performance (e.g., [START_REF] Ho | Total quality management: An empirical test for mediation effect[END_REF]. They need to pass through other organizational capabilities to have a positive impact on PI [START_REF] Menguc | Creating a Firm-Level Dynamic Capability through Capitalizing on Market Orientation and Innovativeness[END_REF], Prajogo and Sohal 2006a[START_REF] Pekovic | From quality to innovation: Evidence from two French Employer Surveys[END_REF][START_REF] Manders | ISO 9001 and product innovation: A literature review and research framework[END_REF][START_REF] El Manzani | L'effet de la synergie entre management de la qualité et orientation marché sur l'innovation produit des entreprises marocaines certifiées ISO 9001[END_REF]. In this regard, MOA is an organizational capability that could play a mediating role between SQMP and PIA, as it is generally considered a dynamic capability in the literature [START_REF] Day | The Capabilities of Market-Driven Organizations[END_REF], Slater and Narver 1998[START_REF] Easterby-Smith | Dynamic Capabilities and Knowledge Management: an Integrative Role for Learning[END_REF][START_REF] Zhou | Market orientation, job satisfaction, product quality, and firm performance: evidence from China[END_REF].

Excepting Jiménez-Jiménez et al. (2019), no research has analyzed the mediating effect of MOA in the relationship between SQMP and PIA, although some studies have shown that MO mediates the relationship between QM and organizational performance [START_REF] Raju | The Impact of Quality Context and Market Orientation on Organizational Performance in a Service Environment[END_REF][START_REF] Danneels | The dynamics of product innovation and firm competences[END_REF][START_REF] Wang | Total quality management, market orientation and hotel performance: The moderating effects of external environmental factors[END_REF][START_REF] Bhaskar | Establishing a link among total quality management, market orientation and organizational performance: An empirical investigation[END_REF]. Other studies have investigated the moderating role of MO between some organizational social aspects (e.g. leadership) related to SQMP and innovation ambidexterity (S. [START_REF] Kraft | How Do Transformational Leaders Promote Exploratory and Exploitative Innovation? Examining the Black Box through MASEM[END_REF]. Besides, MOA might channel SQMP to achieve PIA by opening them up to the external environment of the organization. According to [START_REF] Chang | Internal and external antecedents of SMEs' innovation ambidexterity outcomes[END_REF], innovation ambidexterity is dependent on both external and internal antecedents. An organization needs to pay attention to both antecedents' categories to stimulate the appearance of PIA. MOA is considered to fall into the category of external antecedents and SQMP to fall into the category of internal antecedents [START_REF] Johnson | Improving customer satisfaction, loyalty, and profit: an integrated measurement and management system[END_REF]. Through SQMP, the firm executes internal continuous improvement actions to improve the efficiency of its exploratory and exploitative innovation while through MOA, this continuous improvement gets external insights from the firm's better understanding of customers' needs and preferences as well as market structure. Building on these arguments, the previous hypotheses, and the findings of Jiménez-Jiménez et al. ( 2019), who showed that MO mediates the relationship between TQM and innovation, it is proposed that SQMP support PIA innovation through MOA.

H4. MOA positively and significantly mediates the impact of SQMP on PIA.

All the hypothesized relationships are modeled as illustrated in Figure 1.

Sample and data collection

The target sample for this study was innovative ISO 9001 certified Moroccan companies. The objective of focusing exclusively on ISO 9001 certified firms is to homogenize our sample to be sure that the organizations share the minimum requirements for QM implementation and to avoid certain biases that could occur between certified and non-certified firms.

After purposive sampling and considering the firm as the unit of analysis, we identified 240 firms from different sources: Directories of public institutions and professional associations of the Moroccan industry, firm websites and commercial websites offering firm directories. We proceeded in this way because there is no database of innovative ISO 9001 certified Moroccan firms, and their population is unknown. Therefore, purposive sampling may be the only alternative option when the researcher has no sampling frame or the study population is rare or unidentifiable [START_REF] Burnette | Structural equation modeling (SEM): An introduction to basic techniques and advanced issues[END_REF]Williams 2005, Royer and[START_REF] Royer | Échantillon(s)[END_REF].

Before conducting the survey, we iteratively designed a questionnaire. First, we identified the measurement scales of the variables from the existing literature. Second, all the questions and items were translated from English to French with the help of two bilingual French and English professors using the double back-translation procedure. Thirdly, the preliminary questionnaire was reviewed and adjusted in its content clarity and design appropriateness according to the various feedbacks received from two experts in innovation surveys and market research, as well as from four quality managers, two quality and marketing professors, and three Ph.D. students in economics and management. Finally, a pilot study was conducted with 20 respondents to ensure the comprehensibility of the questionnaire and to check the psychometric quality of the items before the questionnaire was administered to the shortlisted firms.

A self-administered online questionnaire was sent primarily to the CEOs, quality, marketing and R&D managers of the 240 selected firms with a cover letter between January and June 2017. This method was chosen because it allows the survey to reach a larger number of firms at a lower cost, there is less pressure to respond immediately, and it gives the respondents a greater sense of autonomy. The managers approached are more likely to have a comprehensive understanding and knowledge of their organizations' QM, MO, and innovation and provide relevant information (El Manzani et al. 2019). In addition, collecting responses for the independent and dependent variables from different respondents could help avoid concerns about overall method bias [START_REF] Ferreras-Méndez | Depth and breadth of external knowledge search and performance: The mediating role of absorptive capacity[END_REF].

Each firm that did not reply initially was mailed several reminders. In the end, 130 reliable returned questionnaires were used for the analysis, after rejecting those with missing and/or suspicious responses, representing a response rate of 54.16%. This response rate could be acceptable according to [START_REF] Baruch | Survey response rate levels and trends in organizational research[END_REF] as the response rate in business and management studies should preferably be between 50% and 80%. Furthermore, the G*Power 3.1.9.7 software [START_REF] Erdfelder | Statistical power analyses using G*Power 3.1: Tests for correlation and regression analyses[END_REF]) was used to conduct a power analysis of the sample size required for the study. According to the results of the power analysis, the minimum sample size required to test our hypotheses is 98 with an effect size of 0.15, α of 0.05, and power of 0.80 (see [START_REF] Memon | Sample Size for Survey Research: Review and Recommendations[END_REF]. Hence, the statistical power of the study sample of 130 observations is satisfactory.

Of the 130 firms, most (41.54%) are SMEs with between 200 and 500 employees, and 60% have annual sales of between 10 and 175 million MAD. The largest industry segments are agribusiness (21.5%), followed by electrical and electronics (11.5%), services (10.8%), and building and civil engineering (10%). Of the respondents, 60% were predominantly men while women constituted 40%. Almost half of the respondents (40%) were between 31 and 40 years old. 79.3% of them belong to the quality department, followed by CEOs (10.8%) and R&D managers (8.5%). The rest of the respondents (22.2%) belong to different departments.

Variables measure

SQMP consist of four practices, namely leadership (five items), customer focus (five items), employee involvement (five items), supplier relationship (four items) [START_REF] Bakotić | Employee involvement as a key determinant of core quality management practices[END_REF]Rogošić 2017, El Manzani et al. 2019). All items of the four dimensions were adopted from [START_REF] Lee | The implementation and performance outcomes of ISO 9000 in service organizations: An empirical taxonomy[END_REF]. Following the recommendations of [START_REF] Becker | Hierarchical Latent Variable Models in PLS-SEM: Guidelines for Using Reflective-Formative Type Models[END_REF] and [START_REF] Sarstedt | How to specify, estimate, and validate higher-order constructs in PLS-SEM[END_REF], SQMP is operationalized as a reflective-reflective second-order construct (Mode A) [START_REF] Sarstedt | How to specify, estimate, and validate higher-order constructs in PLS-SEM[END_REF] reflected by its four dimensions.

Accordingly, several studies using PLS-SEM operationalize SQMP as a reflective-reflective second-order construct [START_REF] Kanapathy | The impact of soft TQM and hard TQM on innovation performance: the moderating effect of organisational culture[END_REF][START_REF] Sciarelli | The relationship between soft and hard quality management practices, innovation and organizational performance in higher education[END_REF][START_REF] Gambi | The impact of quality management practices on innovation: an empirical research study of Brazilian manufacturing companies[END_REF]).

In the literature, ambidexterity has been conceptualized as either balanced or combined (see [START_REF] Birkinshaw | Clarifying the distinctive contribution of ambidexterity to the field of organization studies[END_REF][START_REF] Cao | Unpacking organizational ambidexterity: Dimensions, contingencies, and synergistic effects[END_REF][START_REF] He | Exploration vs. exploitation: An empirical test of the ambidexterity hypothesis[END_REF][START_REF] Junni | Organizational ambidexterity and performance: A meta-analysis[END_REF].

According to these two conceptualizations, some studies operationalized ambidexterity as subtraction in the balanced perspective or addition and multiplication in the combined perspective (see [START_REF] Birkinshaw | Clarifying the distinctive contribution of ambidexterity to the field of organization studies[END_REF][START_REF] Herhausen | Unfolding the ambidextrous effects of proactive and responsive market orientation[END_REF]. Since some studies suggest that the combined measures of ambidexterity capture performance effects better than balanced measures (e.g. [START_REF] Junni | Organizational ambidexterity and performance: A meta-analysis[END_REF], in this paper we pursue the combined perspective of ambidexterity to operationalize MOA and PIA.

MOA was measured by its two dimensions responsive MO (seven items) and proactive MO (eight items) using the measurement scales developed by [START_REF] Narver | Responsive and Proactive Market Orientation and New-Product Success[END_REF]. These scales have been widely accepted by scholars who have studied numerous questions related to innovation in different industries and countries [START_REF] Tsai | The curvilinear relationships between responsive and proactive market orientations and new product performance: A contingent link[END_REF][START_REF] Zhang | The impact of different types of market orientation on product innovation performance[END_REF][START_REF] Beck | A study of the relationships between generation, market orientation, and innovation in family firms[END_REF][START_REF] Chou | The interaction effect of strategic orientations on new product performance in the high-tech industry: A nonlinear model[END_REF][START_REF] Bodlaj | Responsive and proactive market orientation and innovation success under market and technological turbulence[END_REF][START_REF] Yannopoulos | Achieving fit between learning and market orientation: Implications for new product performance[END_REF][START_REF] Ozdemir | The role of horizontal and vertical new product alliances in responsive and proactive market orientations and performance of industrial manufacturing firms[END_REF]. Based on our organizational ambidexterity definition, MOA is operationalized as a second-order reflective-formative construct (Mode B) [START_REF] Sarstedt | How to specify, estimate, and validate higher-order constructs in PLS-SEM[END_REF]. We believe that responsive and proactive MO are two dimensions that combine to shape and cause the MOA construct. Any change in either dimension will result in a visible change in MOA [START_REF] Hair | PLS-SEM: Indeed a Silver Bullet[END_REF].

Similarly, and considering exploration and exploitation as two separate dimensions of learning behavior rather than as two opposite extremes of a one-dimensional scale [START_REF] He | Exploration vs. exploitation: An empirical test of the ambidexterity hypothesis[END_REF], we conceptualized PIA as a second-order reflective-formative construct (Mode B) (Sarstedt et al. 2019) that contains the two dimensions of IPI (eight items) and RPI (eight items). The two product innovation types should work together cumulatively to support the end purpose of developing the PIA. This conceptualization is consistent with similar previous research (Pertusa-Ortega and Molina-Azorín 2018, [START_REF] Mom | A Multilevel Integrated Framework of Firm HR Practices, Individual Ambidexterity, and Organizational Ambidexterity[END_REF][START_REF] Pertusa-Ortega | Developing ambidexterity through quality management and their effects on performance[END_REF]. Their items were adopted from [START_REF] Guimarães | The use of organisational resources for product innovation and organisational performance: A survey of the Brazilian furniture industry[END_REF], [START_REF] Kim | Relationship between quality management practices and innovation[END_REF], and Prajogo & Sohal (2006).

We use the disjoint two-stage approach to create MOA and PIA [START_REF] Becker | Hierarchical Latent Variable Models in PLS-SEM: Guidelines for Using Reflective-Formative Type Models[END_REF], Sarstedt et al. 2019). The execution of this approach consists of saving the scores of the lower-order construct and then using them as a measure of the higher-order construct [START_REF] Sarstedt | How to specify, estimate, and validate higher-order constructs in PLS-SEM[END_REF].

All the lower-order constructs are based on multi-item Likert scales ranging from 1: strongly disagree to 5: strongly agree (see Appendix A for details of the constructs measurement instrument).

Control variables: based on the literature [START_REF] Naveh | When does the ISO 9000 quality assurance standard lead to performance improvement? Assimilation and going beyond[END_REF][START_REF] Nair | Internalisation of ISO 9000 standards: The antecedent role of functionalist and institutionalist drivers and performance implications[END_REF][START_REF] Prajogo | The roles of firms' motives in affecting the outcomes of ISO 9000 adoption[END_REF][START_REF] Castka | Understanding firms selection of their ISO 9000 third-party certifiers[END_REF][START_REF] Bourke | Innovation, quality management and learning: Short-term and longerterm effects[END_REF], we controlled for certification duration, firm size, industry type, and in-house R&D as these influence firms' innovation behavior. Certification duration was measured by a scale ranging from less than one year to more than 5 years. Firm size was analyzed by the number of employees. Industry type was coded as 1 for industrial firms and 0 for service firms. A zero-one dummy variable was used to ask firms whether they have an R&D department that performs internal R&D activities (coded 1) or not (coded 0).

Results

The hypotheses of our conceptual framework were tested with Partial Least Squares (PLS)based SEM using the SmartPLS 3 software. Five reasons applying to our study led us to use the PLS-SEM method. This method has the ability to (1) predict endogenous variables for theory development [START_REF] Chin | How to Write Up and Report PLS Analyses[END_REF][START_REF] Hair | PLS-SEM: Indeed a Silver Bullet[END_REF]; (2) deal with the nonnormality of data (Hair, Hult, et al., 2017); (3) give good statistical power for studies with sample size less than 250 observations [START_REF] Reinartz | An empirical comparison of the efficacy of covariance-based and variance-based SEM[END_REF]), (4) reliably estimate both formative and reflective low and higher-order variables [START_REF] Henseler | The use of partial least squares path modeling in international marketing[END_REF]) and ( 5) outperform regression analysis in assessing mediation [START_REF] Hair | Rethinking some of the rethinking of partial least squares[END_REF].

Common method bias

To ensure that our research did not suffer from common method bias (CMB), a bias related to the use of survey methodology, we took several steps to limit this bias. First, the final questionnaire was validated by a panel of academic and industry experts for clarity, syntax, accuracy, etc. before it was completed. Second, respondents were informed that there were no right or wrong answers and were assured that their responses would be kept strictly confidential and anonymous for a purely scientific purpose. Second, following [START_REF] Podsakoff | Common Method Biases in Behavioral Research: A Critical Review of the Literature and Recommended Remedies[END_REF], Harman's single factor was calculated. This is a post-hoc method conducted after data collection, consisting of an exploratory principal component factor analysis of all items to investigate whether a single latent factor might emerge from the data. The results of our exploratory factor analysis showed that only one factor accounted for 43.272 % of the variance, which is below the threshold of 50% [START_REF] Podsakoff | Common Method Biases in Behavioral Research: A Critical Review of the Literature and Recommended Remedies[END_REF], indicating that CMB is not a pervasive problem in this study.

Measurement model

Because the measures were taken from existing studies, a confirmatory factor analysis (CFA) was conducted in SmartPLS to determine the dimensionality and psychometric properties of the constructs. In the first step, the convergent validity of all reflective latent low constructs and the SQMP second-order construct was tested by item loadings, composite reliability (CR), and average variance extracted (AVE). As shown in Table 1, except for the deleted SR1 item, the loadings exceeded the recommended value of 0.6, the CR values exceeded the recommended value of 0.7, and the AVE for all latent constructs exceeded the generally accepted threshold of 0.5 [START_REF] Hair | Partial least squares structural equation modeling (PLS-SEM)[END_REF]. The HTMT criterion is more conservative and is considered a stronger method than [START_REF] Fornell | Evaluating structural equation models with unobservable variables and measurements error[END_REF] criterion for evaluating discriminating validity. Tables 3 and4 show that the HTMT values for lower and higher-order constructs are less than 0.9 [START_REF] Henseler | A new criterion for assessing discriminant validity in variance-based structural equation modeling[END_REF], which means that discriminant validity is achieved for all constructs.

The guidelines of the formative measurement model were applied to evaluate the two secondorder formative constructs of MOA and PIA. In this regard, we evaluate the multicollinearity between their lower-order constructs and the significance and relevance of their outer weights.

From Table 2, it can be seen that there is no multicollinearity as no variance inflation factor (VIF) value exceeds the proposed threshold of 3.3 [START_REF] Diamantopoulos | Formative Versus Reflective Indicators in Organizational Measure Development: A Comparison and Empirical Illustration[END_REF] and the outer weights of all the lower-order constructs are significant. This confirms the quality of the measures of MOA and PIA.

Structural model

Before evaluating the structural model shown in Figure 1, the exogenous variables were tested for multicollinearity. The VIF values of SQMP and MOA are below the usual cutoff of 5 [START_REF] Hair | An updated and expanded assessment of PLS-SEM in information systems research[END_REF] indicating that multicollinearity is not a problem in our study.

In the absence of general goodness-of-fit indices for PLS-SEM, the quality of the structural model should be assessed by the coefficient of determination (R²), effect size (f²), crossvalidated redundancy (Q²), strength and significance of path coefficients, standardized root mean square residual (SRMR), and PLS predict [START_REF] Hair | Partial least squares structural equation modeling (PLS-SEM)[END_REF][START_REF] Henseler | Partial Least Squares Path Modeling[END_REF]Henseler et al., 2009;[START_REF] Ringle | Partial least squares structural equation modeling in HRM research[END_REF][START_REF] Shmueli | Predictive model assessment in PLS-SEM: guidelines for using PLSpredict[END_REF].

Table 6 displays the results of the hypotheses testing. Both SQMP and MOA explain 29% of PIA, and SQMP explains 79.4% of MOA. Thus, according to Cohen's (1988) criteria for sorting the R² values, PIA (R² = 0.290) and MOA (R² = 0.794) can be described as small and moderate effects. Likewise, following Cohen's (1988) criteria for sorting the effect size SQMP (f² = 0.003) and MOA (f² = 0.067) have a small effect size on PIA. The Q² for the endogenous variable of PIA (Q² = 0.181) and AMO (Q² = 0.618) was determined using cross-validated redundancy procedures, indicating acceptable predictive relevance [START_REF] Leguina | A primer on partial least squares structural equation modeling (PLS-SEM)[END_REF]. Finally, an acceptable value of 0.050 (< 0.08) was observed for SRMR for this study, indicating adequate model fit [START_REF] Henseler | Using PLS path modeling in new technology research: updated guidelines[END_REF].

We also evaluated the predictive power of the research model using the PLS predict algorithm. This requires comparing the values of the root means squared error of predictions (RMSE) or mean absolute error (MAE) values in the PLS-SEM analysis with the linear regression model (LM). Since the prediction errors of IPI and RPI are not highly symmetrically distributed, we choose to MAE for the comparison [START_REF] Shmueli | Predictive model assessment in PLS-SEM: guidelines for using PLSpredict[END_REF]. The MAE results in Table 5 show that the values of all the items of MOA and PIA in the PLS-SEM analysis are lower than in the naïve LM benchmark. Therefore, it can be concluded that the research model has high predictive power [START_REF] Shmueli | Predictive model assessment in PLS-SEM: guidelines for using PLSpredict[END_REF].

Table 5: Here

A bootstrapping procedure of 5,000 iterations with no sign change was used to determine the significance of the path coefficients of the structural relationships and hypotheses testing [START_REF] Leguina | A primer on partial least squares structural equation modeling (PLS-SEM)[END_REF]. As can be seen in Table 6, the results reveal that SQMP have no significant direct effect on PIA (β = -0.086; T = 0.510), while MOA has a positive significant direct effect on PIA (β = 0.444; T = 2.547; p < .0 001). SQMP show a positive significant direct effect on MOA (β = 0.859; T = 32.197***; p < .0 001). Consequently, H2 and H3 are accepted while H1 is rejected.

To test mediation, we used the BCa method (5,000 bootstrap samples with the Complete Bootstrapping) to calculate 95% confidence intervals (Hair, Hult, et al., 2017). In support of H4, the mediation analysis result confirms that AMO positively and significantly mediates the relationship between SQMP and PIA (β = 0.382; T = 2.511; p < .0 001). The indirect effect of SQMP by AMO is significant because none of the 95% confidence intervals include zero).

Furthermore, because H2 and H3 are significant while H1 is not, we infer that AMO fully mediates the relationship between SQMP and PIA.

Robustness check

To test robustness, we performed another regression analysis. First, we set MOA as a moderator of the impact of SQMP on PIA and found that this moderation was not significant (β = -0.030; T = 0.395), indicating that MOA is more likely to be a mediator of the SQMP-PIA relationship.

Second, we tested the SQMP mediation of the impact of MOA on PIA and found that this mediation is not significant (β = 0.006; T = 0.040), indicating that the possibility of reverse mediation is of little importance. Thus, the results of this further analysis strongly confirmed the findings of this study.

Discussion

An unanticipated finding of our study was that SQMP do not have a significant impact on PIA as this contradicts several empirical studies and theoretical views that SQMP enable to innovate more [START_REF] Abrunhosa | Are TQM principles supporting innovation in the Portuguese footwear industry?[END_REF][START_REF] Feng | The impact of TQM practices on performance: A comparative study between Australian and Singaporean organizations[END_REF]Gambi et al., 2020;[START_REF] Kanapathy | The impact of soft TQM and hard TQM on innovation performance: the moderating effect of organisational culture[END_REF][START_REF] Moura E Sá | The Role of TQM Practices in Technological Innovation: The Portuguese Footwear Industry Case[END_REF][START_REF] Perdomo-Ortiz | The intervening effect of business innovation capability on the relationship between Total Quality Management and technological innovation[END_REF][START_REF] Prajogo | The multidimensionality of TQM practices in determining quality and innovation performance -An empirical examination[END_REF][START_REF] Santos-Vijande | Innovativeness and organizational innovation in total quality oriented firms: The moderating role of market turbulence[END_REF][START_REF] Song | The relationship between quality management and new product development: evidence from China[END_REF][START_REF] Hoang | The impact of total quality management on innovation[END_REF]. However, this result might be consistent with that of El Manzani et al. ( 2019) who revealed a nonsignificant relationship between SQMP (ISO 9001) and both IPI and RPI, as well as with [START_REF] Escrig-Tena | The impact of hard and soft quality management and proactive behaviour in determining innovation performance[END_REF] et [START_REF] Zeng | The impact of hard and soft quality management on quality and innovation performance: An empirical study[END_REF] who showed that SQMP have no impact on product innovation performance. This counter-intuitive result is likely related to how organizations understand and implement QM practices. They can be either more driven by social practices or more driven by technical practices [START_REF] Martínez-Costa | Does quality management foster or hinder innovation? An empirical study of Spanish companies[END_REF]. Organizations often fall into the trap of more emphasizing the technical QM practices (quality instrumental tools and methods) (HQMP) while to some extent neglecting the social practices to some extent [START_REF] Seymour | The quality debate[END_REF]Low 1990, Pheng 1993). A low emphasis on SQMP does not allow them to reach the necessary level to support the PIA. Another possible explanation for the SQMP insignificant impact could be that they alone are not sufficient to support PIA and need to be combined with technical practices [START_REF] Ferdows | Lasting improvements in manufacturing performance: In search of a new theory[END_REF][START_REF] Kim | Relationship between quality management practices and innovation[END_REF][START_REF] Zeng | The impact of hard and soft quality management on quality and innovation performance: An empirical study[END_REF][START_REF] Khan | The impact of strategic quality orientation on innovation capabilities and sustainable business growth[END_REF]. As a socio-technical system, QM is a comprehensive management system that includes co-dependent social and technical subsystems that must work together to enhance the effectiveness of PIA development, as their complementarity helps overcome the limitations of one by leveraging the benefits of the other (El Manzani et al. 2019). Accordingly, [START_REF] Moreno-Luzon | TQM, innovation and the role of cultural change[END_REF] found that the implementation of the technical practice of process management generates a shift towards a culture of exploitation and exploration that leads to organizational ambidexterity.

Our results show that MOA has a positive and significant effect on PIA. This may be consistent with previous results that have shown that RMO and PMO are respectively associated with IPI [START_REF] Li | The nature of market orientation and the ambidexterity of innovations[END_REF][START_REF] Bucktowar | Entrepreneurial orientation, market orientation and networking: impact on innovation and firm performance[END_REF][START_REF] Cai | Radical innovation, market orientation, and risk-taking in Chinese new ventures: an exploratory study[END_REF][START_REF] Chen | The Role of Reward Systems in Product Innovations: An Examination of New Product Development Projects[END_REF] and RPI [START_REF] Atuahene-Gima | The contingent value of responsive and proactive market orientations for new product program performance[END_REF], Li et al. 2008[START_REF] Tsou | Market and technology orientations for service delivery innovation: the link of innovative competence[END_REF][START_REF] Bucktowar | Entrepreneurial orientation, market orientation and networking: impact on innovation and firm performance[END_REF][START_REF] Cai | Radical innovation, market orientation, and risk-taking in Chinese new ventures: an exploratory study[END_REF][START_REF] Chen | The Role of Reward Systems in Product Innovations: An Examination of New Product Development Projects[END_REF]. In particular, the obtained result is in line with the conclusions of [START_REF] Tan | Paths to success: An ambidexterity perspective on how responsive and proactive market orientations affect SMEs' business performance[END_REF] showing that ambidextrous MO is positively related to innovation ambidexterity. MOA enables the organization to adopt and combine two modes of organizational learning that need to be joint and embedded to generate innovation ambidexterity. On the one hand, RMO is guided by adaptive or single-loop learning that focuses on routine problem-solving activities using existing knowledge rather than developing new knowledge [START_REF] Argyris | Organizational learning: A theory of action approach[END_REF][START_REF] Kümmel | Pharmacokinetics of imipenemcilastatin in serum and tissue[END_REF][START_REF] Senge | The fifth discipline[END_REF]. Through this learning, which is a prerequisite for any incremental innovation strategy that essentially aims at satisfying manifest customer need [START_REF] Slater | Customer-led and market-oriented: Let's not confuse the two[END_REF], Atuahene-Gima et al. 2005[START_REF] Baker | Does market orientation facilitate balanced innovation programs? An organizational learning perspective[END_REF], Li et al. 2008), RMO emphasizes the in-depth and detailed exploitation and treatment of the pre-existing knowledge that the company has about its current and expressed customers' needs to continuously upgrade its products [START_REF] Atuahene-Gima | The contingent value of responsive and proactive market orientations for new product program performance[END_REF][START_REF] Grinstein | The relationships between market orientation and alternative strategic orientations[END_REF], Li et al. 2008[START_REF] Yannopoulos | Achieving fit between learning and market orientation: Implications for new product performance[END_REF].

On the other hand, PMO provides the foundation for generative or double-loop learning that focuses on developing new ways of looking at one's environment [START_REF] Chang | Differential Mediating Effects of Radical and Incremental Innovation on Market Orientation-Performance Relationship: A Meta-Analysis[END_REF][START_REF] Argyres | Contract design as a firm capability: An integration of learning and transaction cost perspectives[END_REF]Slater & Narver, 1998). This learning is revolutionary and is more likely to lead to revolutionary innovations [START_REF] Slater | Market Orientation and the Learning Organization[END_REF]. Firms with a PMO explore the latent and future customers' needs over the long term (Cai, Liu, et al. 2015), allowing them to learn from the market and generate highly innovative ideas that translate into radical product innovations.

They guide customers in meeting their latent needs by thinking creatively about how to provide radical solutions to those needs [START_REF] Day | The Capabilities of Market-Driven Organizations[END_REF]Jaworski & Kohli, 1993;Slater & Narver, 1998).

Our research confirms that SQMP has a positive and significant impact on MOA. It extends existing studies that have shown that QM could be an organizational driver of MO [START_REF] Bhaskar | Establishing a link among total quality management, market orientation and organizational performance: An empirical investigation[END_REF][START_REF] Lam | A structural equation model of TQM, market orientation and service quality: Evidence from a developing nation[END_REF][START_REF] Malik | Role of quality management capabilities in developing market-based organisational learning capabilities: Case study evidence from four Indian business process outsourcing firms[END_REF][START_REF] Pattanayak | Investigating the influence of TQM, service quality and market orientation on customer satisfaction and loyalty in the Indian banking sector[END_REF][START_REF] Raju | The Impact of Quality Context and Market Orientation on Organizational Performance in a Service Environment[END_REF][START_REF] Samat | TQM practices, service quality, and market orientation[END_REF][START_REF] San Miguel | TQM and market orientation in care home services[END_REF][START_REF] Santos-Vijande | TQM's contribution to marketing implementation and firm's competitiveness[END_REF][START_REF] Sittimalakorn | Market orientation versus quality orientation: Sources of superior business performance[END_REF][START_REF] Wang | Total quality management, market orientation and hotel performance: The moderating effects of external environmental factors[END_REF][START_REF] Yam | TQM: A change management model for market orientation[END_REF][START_REF] Zhou | Market orientation, job satisfaction, product quality, and firm performance: evidence from China[END_REF]. Moreover, our research provides empirical evidence that ambidextrous MO could be achieved through SQMP.

Leadership, customer focus, employee involvement, and supplier relationship are part of the practices highlighted in the literature as an important precondition for organizational ambidexterity [START_REF] Gibson | The Antecedents, Consequences, and Mediating Role of Organizational Ambidexterity[END_REF][START_REF] Raisch | Organizational ambidexterity: Antecedents, outcomes, and moderators[END_REF][START_REF] Asif | Exploring the antecedents of ambidexterity: a taxonomic approach[END_REF][START_REF] Ardito | The influence of inbound open innovation on ambidexterity performance: Does it pay to source knowledge from supply chain stakeholders[END_REF]. Therefore, leadership is crucial in creating an organizational context that reinforces the importance of both responsive and proactive MO by encouraging individuals within the organization to monitor changing markets, share market knowledge with others and respond to market demands (Jaworski & Kohli, 1993). Employee involvement which is one of the fundamental pillars in the process of developing MO in the organization is achieved through the interdepartmental dynamic created by SQMP [START_REF] Dale | Total Quality Management[END_REF]. This interdepartmental dynamic improves communication and collaboration, increases connectivity, and reduces conflict between organizational departments [START_REF] Spector | Beyond TQM Programmes[END_REF][START_REF] Ahire | Total quality management: A literature review and an agenda for future research[END_REF][START_REF] Anderson | A Path Analytic Model of a Theory of Quality Management Underlying the Deming Management Method: Preliminary Empirical Findings[END_REF][START_REF] Flynn | The Impact of Quality Management Practices on Performance and Competitive Advantage[END_REF]. Since both QM and MOA emphasize customer satisfaction, customer focus helps the firm to be more customer-oriented by understanding current and potential customer needs, meeting their requirements, and striving to exceed their expectations. The firm can also raise the level of its MOA by building a long-term, trusting, and loyal relationship with a small number of selected key suppliers. A mutually beneficial relationship with suppliers based on reciprocated trust, open communication, and cooperation encourages them to engage in teams to jointly develop product innovations [START_REF] Kaynak | The relationship between total quality management practices and their effects on firm performance[END_REF][START_REF] Kim | Relationship between quality management practices and innovation[END_REF], and provide the firm with important information about changes in customer demand and knowledge to develop incremental and radical product innovations [START_REF] Kim | Relationship between quality management practices and innovation[END_REF].

Our findings also supported the full mediating role of MOA in the relationship between SQMP and PIA. The non-significant direct effect of SQMP on PIA supports the argument that SQMP does not enable PIA in the absence of MOA. This confirms the idea that SQMP have a cumulative sequential effect innovation through the mediation of some organizational practices. This result may be consistent with [START_REF] Escrig-Tena | The impact of hard and soft quality management and proactive behaviour in determining innovation performance[END_REF] who found that proactive behavior mediates the relationship between SQMP and innovation performance; also, the result of Jiménez-Jiménez et al. (2019) showing that MO mediates the relationship between TQM and innovation. Therefore, MOA implementation supported by SQMP stimulates the two organizational learning modes (i.e., adaptive/single-loop learning and generative/double-loop learning) driven by the MO dimensions. As previously discussed, these two organizational learning modes are essential to IPI and RPI, and consequently to the achievement of PIA. This confirms previous empirical studies that showed that organizational learning bridges the gap between QM and innovation [START_REF] Hung | Impact of TQM and organizational learning on innovation performance in the high-tech industry[END_REF][START_REF] Aminbeidokhti | The effect of the total quality management on organizational innovation in higher education mediated by organizational learning[END_REF]. In addition, MOA can elicit both competence exploitation and exploration through the associated modes of organizational learning, which account for the effect of SQPM on PIA. Competence exploitation refers to a firm's propensity to invest resources to improve and enhance its current knowledge, skills, and processes to increase the efficiency and reliability of existing product innovation, while competence exploration refers to a firm's propensity to invest resources to develop entirely new knowledge, skills and processes to achieve flexibility and originality in product creation through more variation and experimentation (Atuahene-Gima 2005).

Conclusion

This research aimed to analyze the direct impacts of SQMP and MOA on PIA, as well as the mediating role of MOA on the relationship between SQMP and PIA. A PLS-SEM analysis of data from 130 Moroccan ISO 9001-certified firms revealed that SQMP have no significant relationship with PIA, while they positively and significantly impact MOA. The study also showed that MOA positively and significantly PIA, and fully mediates the relationship between SQMP and PIA. Below, we outline the main implications and limitations of the study.

Theoretical and managerial implications

The findings of this study contribute to theory in several ways. Although the relationship between QM and product innovation has been the subject of several studies, there is a lack of attention to the effect of SQMP on PIA. In particular, this study complements studies that had examined only the hard practice of process management [START_REF] Benner | Process Management and Technological Innovation: A Longitudinal Study of the Photography and Paint Industries[END_REF], 2003[START_REF] Moreno-Luzon | Driving organisational ambidexterity through process management. The key role of cultural change[END_REF]) by comprehensively considering SQMP. Indeed, it extends our understanding of the QM-innovation relationship by highlighting the importance of considering MOA to establish the significant influence of SQMP on PIA and empirically confirming the hypothesis speculated by some researchers that QM needs to be integrated with other organizational resources or capabilities to strengthen its relationship with product innovation (Prajogo and Sohal 2006b[START_REF] Pekovic | From quality to innovation: Evidence from two French Employer Surveys[END_REF][START_REF] Manders | ISO 9001 and product innovation: A literature review and research framework[END_REF]. In this way, we show that MO is the missing link in the relationship between QM or its practices and innovation, apart from its mediating role linking QM to service quality [START_REF] Lam | A structural equation model of TQM, market orientation and service quality: Evidence from a developing nation[END_REF], customer satisfaction [START_REF] Pattanayak | Investigating the influence of TQM, service quality and market orientation on customer satisfaction and loyalty in the Indian banking sector[END_REF], performance [START_REF] Bhaskar | Establishing a link among total quality management, market orientation and organizational performance: An empirical investigation[END_REF][START_REF] Raju | The Impact of Quality Context and Market Orientation on Organizational Performance in a Service Environment[END_REF][START_REF] Danneels | The dynamics of product innovation and firm competences[END_REF][START_REF] Wang | Total quality management, market orientation and hotel performance: The moderating effects of external environmental factors[END_REF], marketing capabilities, and market-oriented learning capabilities (Santos-Vijande and Álvarez-González 2009). Our study particularly advances the MOA literature by emphasizing that MOA is not only positively associated with performance [START_REF] Herhausen | Unfolding the ambidextrous effects of proactive and responsive market orientation[END_REF][START_REF] Wang | Pure or ambidextrous strategy? A study of responsive and proactive market orientations in industrial firms[END_REF] but furthermore supports innovation ambidexterity.

Existing literature has acknowledged the importance of structural and contextual factors to address ambidextrous tensions (Duncan 1976, Gibson and[START_REF] Gibson | The Antecedents, Consequences, and Mediating Role of Organizational Ambidexterity[END_REF]). More particularly, some studies have established the importance of internal organizational factors (i.e., centralization, formalization, connectedness, and informal linkage) for explorative and exploitative innovation [START_REF] Jansen | Exploratory innovation, exploitative innovation, and performance: Effects of organizational antecedents and environmental moderators[END_REF][START_REF] Chang | Internal and external antecedents of SMEs' innovation ambidexterity outcomes[END_REF]. By confirming that MOA is another antecedent of PIA, our findings add to this body of literature because it pushes the organization to be less centralized and formalized with a greater interdepartmental connectedness [START_REF] Jaworski | Market Orientation: Antecedents and Consequences[END_REF]. From this, it can be inferred that the implementation of innovation ambidexterity may also sometimes require other ambidexterity (e.g., MOA) in other organizational domains.

The findings of this study provide some practical evidence and managerial insights for firms in developing and emerging economies such as Morocco that seek business excellence by adopting QM and investing in innovation. Firms need to be aware that SQMP are necessary but not sufficient to support PIA. Firms should invest resources to align SQMP more closely with maximizing the complementarity of RMO and PMO, which in turn will enable realizing the full potential of SQMP to improve PIA. From an organizational point of view, firms must establish a close collaboration between quality and marketing teams. The interaction between the two teams is not always obvious, even more so in a product innovation project. Firms must avoid certain problems that handicap this collaboration: (i) they must unify perceptions and mindsets between the staff of the two departments due to the nature of their areas of specialization (e.g., cognitive proximity problem); (ii) reduce the spatial distance between the two departments to facilitate their interaction (e.g., geographical proximity problem); (iii) choose the right project manager with the necessary managerial skills to bring the two departments together around a single objective which is the success of the product innovation project through the establishment of a good group dynamic (e.g., team management problem).

The results suggest that managers should focus on SQMP to create MOA that will promote PIA. These practices are essential in supporting the general market orientation antecedent through enhancing top management, interdepartmental connectedness, and market-oriented training; and lowering interdepartmental conflict, centralization, and formalization [START_REF] Kirca | Market Orientation: A Meta-Analytic Review and Assessment of Its Antecedents and Impact on Performance Market Orientation: A Meta-Analytic Antecedents and Impact on[END_REF]. To further facilitate the adoption of an ambidextrous MO, they can, on the one hand, conduct market research to measure the satisfaction of existing customers and then focus on improving products and other critical areas based on their expressed needs and preferences. On the other hand, they need to develop some methodological skills such as predicting market trends, brainstorming, and analyzing consumer demand models [START_REF] Narver | Responsive and Proactive Market Orientation and New-Product Success[END_REF].

Another important implication is that managers hoping to achieve PIA are called upon not to overemphasize hard QM practices (HQMP), to the detriment of soft ones. In related research, Moreno Luzon & Valls Pasola (2011) claimed that SQMP and HQMP can be a barrier to ambidexterity if they do not support each other. As mentioned earlier, organizations tend to neglect SQMP because they are more abstract and difficult to adopt compared to technical practices which are more observable and actionable [START_REF] Lewis | Empirical investigation of the hard and soft criteria of TQM in ISO 9001 certified small and medium-sized enterprises[END_REF][START_REF] Gadenne | An investigation of the hard and soft quality management factors of Australian SMEs and their association with firm performance[END_REF][START_REF] Calvo-Mora | The relationships between soft-hard TQM factors and key business results[END_REF]. A possible solution to this problem is to move away from the traditional QM towards Quality 4.0 and digitalize the HQMP so that the organization can focus on the effective implementation of soft practices (e.g., leadership, customer focus employee involvement, supplier relationship).

In line with this, it is also important for firms to not be so locked up in adopting only some QM practices. They need to effectively adopt both SQMP and HQMP in an integrated and holistic manner as these practices have a synergistic effect on incremental and radical product innovation [START_REF] El Manzani | L'effet de la synergie entre management de la qualité et orientation marché sur l'innovation produit des entreprises marocaines certifiées ISO 9001[END_REF]. More specifically, firms can place more emphasis on some single important SQMP (e.g., leadership) and HQMP (e.g., process management) that directly or indirectly influence incremental and radical innovation through the strong support of other QM practices. [START_REF] Kim | Relationship between quality management practices and innovation[END_REF] found that leadership indirectly and positively impacts IPI and RPI through training, employee relations, supplier quality management, customer relations, and product and service design. They also found that quality data and reporting through process management had a positive relationship with IPI and RPI.

Limitations and future studies

Our work has three major limitations. First, it does not consider HQMP, which in combination with soft practices are essential to the effectiveness of an organization's QM system [START_REF] Zu | Infrastructure and core quality management practices: how do they affect quality?[END_REF], especially in the innovation context [START_REF] Flynn | The Relationship between Quality Management Practices, Infrastructure and Fast Product Innovation[END_REF][START_REF] Kim | Relationship between quality management practices and innovation[END_REF][START_REF] Psomas | The effectiveness of the ISO 9001 quality management system and its influential critical factors in Greek manufacturing companies[END_REF][START_REF] Zeng | The impact of hard and soft quality management on quality and innovation performance: An empirical study[END_REF], 2017[START_REF] Khan | The impact of strategic quality orientation on innovation capabilities and sustainable business growth[END_REF][START_REF] El Manzani | L'effet de la synergie entre management de la qualité et orientation marché sur l'innovation produit des entreprises marocaines certifiées ISO 9001[END_REF]. Therefore, it would be of interest for researchers to integrate SPQM and HQMP to increase the contribution of QM to PIA. For example, considering the two types of practices, [START_REF] Pertusa-Ortega | Developing ambidexterity through quality management and their effects on performance[END_REF] found that the whole QM favors the development of innovation ambidexterity.

The second limitation of our work is related to our conceptualization of ambidexterity which can be either balanced or combined [START_REF] He | Exploration vs. exploitation: An empirical test of the ambidexterity hypothesis[END_REF][START_REF] Gupta | The interplay between exploration and exploitation[END_REF][START_REF] Cao | Unpacking organizational ambidexterity: Dimensions, contingencies, and synergistic effects[END_REF][START_REF] Junni | Organizational ambidexterity and performance: A meta-analysis[END_REF]. In our research, MOA and PIA are conceptualized as combined ambidexterity where their dimensions are considered complementary regardless of their absolute difference in the firm. We believe that the contribution of the study can be extended by investigating how the influence of SQMP on PIA and the mediating role of MOA might be in the case of balanced ambidexterity. Considering balanced ambidexterity may unearth interesting results as this conceptualization views exploration and exploitation as opposing (conflicting) activities competing for scarce resources and pursuing divergent goals [START_REF] March | Exploration and Exploitation in Organizational Learning[END_REF][START_REF] He | Exploration vs. exploitation: An empirical test of the ambidexterity hypothesis[END_REF][START_REF] Cao | Unpacking organizational ambidexterity: Dimensions, contingencies, and synergistic effects[END_REF]. Also, future works could consider examining how multiple environmental conditions moderate the relationships of our conceptual framework in the case of balanced ambidexterity as it has been shown that the ability to both explore and exploit is strongly conditioned by the dynamism of the environment [START_REF] Gibson | The Antecedents, Consequences, and Mediating Role of Organizational Ambidexterity[END_REF]Birkinshaw 2004, Jansen et al. 2006). In this sense, it will be very interesting to replicate this research in the current highly dynamic conditions generated by the COVID-19 pandemic to understand how SQMP and MOA can support PIA and help organizations deal with the crisis.

Finally, the study is unable to infer causality due to the use of cross-sectional data. Future research based on a longitudinal design is needed to evaluate the hypotheses in the short and long term in a larger sample than the one in our study (e.g., [START_REF] Bourke | Innovation, quality management and learning: Short-term and longerterm effects[END_REF].

We are well known by our customers for incremental product innovations (IPI7).

The quality of our incremental product innovations is higher than that of our competitors (IPI8).

Radical Product Innovation

Our new products differ substantially from our existing products (RPI1).

We introduce radical product innovations into the market more frequently than our competitors (RPI2).

Our percentage of radical product innovations in the product range is significantly higher compared to the competition (RPI3).

The quality of our new products is higher than that of our competitors (RPI4).

The use of the latest technological innovations in our new products (RPI5).

The percentage of total sales from radical product innovations is up substantially (RPI6).

We are well known by our customers for radical product innovations (RPI7).

The quality of our radical product innovations is higher than that of our competitors (IPI8).

*Deleted from the analysis

  , Moura E Sá and Abrunhosa 2007, Santos-Vijande and Álvarez-González 2007, Abrunhosa and Moura E Sá 2008, Perdomo-Ortiz et al. 2009, Song and Su 2015, Kanapathy et al. 2017), their direct impact on PIA could not always be established. It has been shown that SQMP have only an indirect impact on

Figure

  Figure 1: Here

Figure

  Figure 2: Here

Table 1 , 2, 3, 4: Here

 1

Table 6 :

 6 Here

Table 1 . Assessment of reflective low-order and higher-order constructs

 1

	Constructs	Items	Items loading	Cronbach's Alpha	rho_A Composite Reliability	AVE
		L1	0.858
		L2	0.885
	Leadership (L)	L3	0.892	0.924	0.929	0.942	0.766
		L4	0.877
		L5	0.864
		CF1	0.886
		CF2	0.879
	Customer Focus (CF)	CF3	0.895	0.927	0.928	0.945	0.773
		CF4	0.893
		CF5	0.842
	People Involvement (PI)	PI1 PI2	0.814 0.801	0.917	0.922	0.938	0.753

Control variables

▪ Certification duration ▪ Firm size ▪ Industry type ▪ In-house R&D

Figure 1. Conceptual framework of the study

			PI3		0.907
			PI4		0.919
			PI5		0.892
			SR2		0.913
	Supplier relationship (SR)		SR3		0.896		0.867	0.869	0.919	0.790
			SR4		0.857
		OM_Resp1		0.833
		OM_Resp2		0.865
		OM_Resp3		0.829
	Responsive MO (RMO)	OM_Resp4		0.824		0.888	0.895	0.914	0.608
		OM_Resp5		0.886
		OM_Resp6		0.830
		OM_Resp7		0.846
			OM_Pro1		0.804
			OM_Pro2		0.827
	MARKET ORIENTATION AMBIDEXTERITY (MOA) Proactive MO (PMO)	OM_Pro3 OM_Pro4 OM_Pro5	H2	0.873 0.837 0.717		0.940	0.944	0.951	0.707
			OM_Pro6		0.907	PRODUCT INNOVATION
	H3		H4 OM_Pro7 OM_Pro8		0.867 0.881		AMBIDEXTERITY (PIA)
			IPI1		0.841
	SOFT QUALITY MANAGEMENT PRACTICES (SQMP) Incremental Product Innovation (IPI)		IPI2 IPI3 IPI4 IPI5	H1	0.947 0.944 0.940 0.926		0.978	0.980	Direct effect Indirect effect 0.981	0.867
			IPI6		0.949
			IPI7		0.939
			IPI8		0.955
			RPI1		0.907
			RPI2		0.961
			RPI3		0.961
	Radical Product Innovation (RPI)		RPI4 RPI5		0.967 0.943		0.986	0.987	0.988	0.913
			RPI6		0.968
			RPI7		0.970
			RPI8		0.967
	Reflective higher-order construct	Lower-order constructs		Items loading	Cronbach's Alpha	rho_A Composite Reliability	AVE
		Leadership		0.898
	Soft Quality Management Practices (SQMP)	Customer Focus Involvement of people	0.882 0.893		0.897	0.927	0.761	0.897
		Supplier relationship		0.815

Table 2 . Assessment of formative higher-order constructs

 2

	Formative higher-order construct	Lower-order constructs	Outer loading	Outer weight	T-value	95% BCa Interval Confidence	VIF
	MO ambidexterity	Responsive MO Proactive MO	0.959 0.899	0.64 0.421	43.484*** 18.722***	[0.454-0.999] 2.195 [0.784-0.970] 2.195
	Product innovation	Incremental Product Innovation	0.979	0.706	8.923***	[0.799-1.000] 2.832
	ambidexterity	Radical Product Innovation	0.908	0.340	5.878***	[0.454-0.999] 2.832
	* p < 0.10 (t > 1.645); ** p < 0.05 (t > 1.96); *** p < 0.01 (t > 2.57)

Table 3 . Heterotrait-Monotrait Ratio of Correlations (HTMT) -Lower-order constructs

 3 CF: Customer Focus; DoC: Duration of Certification; FS: Firme size; IPI: Incremental Product Innovation; IndT: Industry Type; PI: Involvement of people; L: Leadership; SR: Supplier Relationship; PMO: Proactive MO; R&D: In-house R&D; RPI: Radical Product Innovation; RMO: Responsive MO.

		CF	DoC	FS	IPI	IndT	PI	L	SR	PMO	R&D	RPI
	CF
	DoC	0.229
	FS	0.078 0.203
	IPI	0.386 0.149 0.129
	IndT	0.074 0.287 0.128 0.104
	PI	0.778 0.071 0.122 0.277	0.170
	L	0.790 0.178 0.057 0.311	0.094	0.804
	SR	0.631 0.126 0.030 0.413	0.086	0.653 0.607
	PMO	0.686 0.137 0.093 0.524	0.091	0.617 0.609 0.623
	R&D	0.108 0.225 0.114 0.346	0.187	0.055 0.069 0.235 0.185
	RPI	0.278 0.033 0.202 0.817	0.017	0.276 0.239 0.287 0.429	0.308
	RMO	0.885 0.208 0.082 0.435	0.138	0.844 0.736 0.735 0.774	0.177	0.35
	Notes:

Table 4 . Heterotrait-Monotrait Ratio of Correlations (HTMT) -higher-order construct

 4 DoC: Duration of Certification; FS: Firme size; IndT: Industry Type; R&D: In-house R&D; SQMP: Soft Quality Management Practices.

		DoC	FS	IndT	R&D
	FS	0.174
	IndT	0.275	0.200
	R&D	0.254	0.122	0.198
	SQMP	0.165	0.083	0.118	0.089
	Notes:

Table 5 . PLS-predict assessment

 5

		PLS		LM		(PLS -LM)
		RMSE	MAE	RMSE	MAE	RMSE	MAE
	IPI	0.932	0.757	0.951	0.764	-0.019	-0.007

Appendix A. Construct measurement instrument

Constructs Items

Leadership

Top Management establishes a clear vision of the organization's future (L1).

Top Management sets ambitious objectives (L2).

Top Management creates shared value at all levels of the organization (L3).

Top Management provides employees with the requisite resources (L4).

Top Management provides employees with the requisite training programs (L5).

Customer Focus

Our organization analyzes customer needs and requirements (CF1).

Our organization ensures that customer needs are known by all employees (CF2).

Our organization periodically measures customer satisfaction (CF3).

Our organization reacts to customer complaints/ feedback (CF4).

Our organization has a customer relationship management system (CF5).

Employee Involvement

Employees are aware of their role in the organization (EI1).

In case of mistakes or problems committed, employees do not blame their colleagues (EI2).

Employees accept to take responsibility of problem-solving (EI3).

Employees seek opportunities to improve their skills (EI4).

Employees openly share their knowledge (EI5).

Supplier relationship

Our organization has a precise number of key suppliers (SR1) *.

Our organization shares information with the main Suppliers (SR2).

Our organization encourages its main suppliers to participate in new products/ services development (SR3).

Our organization rewards suppliers' contributions (SR4).

Responsive MO

We constantly monitor our level of commitment and orientation to serving customer needs (OM_Resp1) We freely communicate information about our successful and unsuccessful customer experiences across all business functions (OM_Resp2). Our strategy for competitive advantage is based on our understanding of customers' needs (OM_Resp3).

We measure customer satisfaction systematically and frequently (OM_Resp4).

We are more customer-focused than our competitors (OM_Resp5) I believe this business exists primarily to serve customers (OM_Resp6).

Data on customer satisfaction are disseminated at all levels in this business unit on a regular basis (OM_Resp7).

Proactive MO

We help our customers anticipate developments in their markets (OM_Pro1)

We continuously try to discover additional needs of our customers of which they are unaware (OM_Pro2)

We incorporate solutions to unarticulated customer needs in our new products and services (OM_Pro3).

We brainstorm on how customers use our products and services (OM_Pro4).

We innovate even at the risk of making our own products obsolete (OM_Pro5). We search for opportunities in areas where customers have a difficult time expressing their needs (OM_Pro6). We work closely with lead users who try to recognize customer needs months or even years before the majority of the market may recognize them (OM_Pro7). We extrapolate key trends to gain insight into what users in a current market will need in the future (OM_Pro8).

Incremental Product Innovation

Our new products differ slightly from our existing products (IPI1).

We introduce incremental product innovations into market more frequently than our competitors (IPI2). Our percentage of incremental product innovations in the product range is significantly higher compared to the competition (IPI3). The quality of our new products is higher than that of our competitors (IPI4).

The use of the latest technological innovations in our new products (IPI5)

The percentage of total sales from incremental product innovations is up substantially. (IPI6