companies in their study was organized into financial service, computer and data processing, engineering, chemicals, electronic, machinery, instruments, and management services. The authors hypothesized and found significant positive relationship between organizational learning and firm performance. Lee and Lee (2015) also offered empirical evidence of the relationship between organizational learning and firm's business performance. With a sample of 434 non-life insurance companies in Taiwan, Lee and Lee (2015) found that organizational learning significantly predicted firm's business performance. They further established that the relationship between organizational learning and business performance is mediated by total quality management. Other empirical evidences supporting the link between organizational learning and SME performance can be found in extant empirical studies, such as Garrido and Camarero (2010), Hung et al. (2011), and Panayides (Alegre et al. , 2012; Li, Wang , et al. , 2011; 2007). Conversely, studies by Kaplan, Ogut, Mehmet, and Asli (2014), as well as Ramayah et al. (2004) found no evidence that organizational learning enhanced SME performance. A comprehensive review of literature also suggest that total quality management (TQM) plays an important role in achieving sustainable business performance (e.g., Bou & Beltrán, 2005; Dubey & Gunasekaran, 2014; Hung et al. , 2011; Kaynak, 2003; Nair, 2006b; Ou-Yang & Tsai, 2013; Zhang & Xia, 2013). However, the findings of these studies were largely inconclusive. Specifically, extant literature found a significant positive relationship between TQM implementation and
SME performance (e.g., Claver & Tarí, 2008; Herzallah et al. , 2013; Kaynak, 2003; Nair, 2006b; Vanichchinchai & Igel, 2011). In contrast, other studies found no
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