Compliance as a driver of quality-oriented corporate governance

Purpose This study aims to examine the interaction between compliance management and quality management and how their integration contributes to corporate governance and organisational learning in highly regulated organisations. Design/methodology/approach The research adopts an exploratory qualitative multiple-case study design. Semi-structured interviews were conducted with senior managers and directors responsible for compliance, quality management and safety functions in four large organisations operating in highly regulated industries. Data were analysed using qualitative content analysis and cross-case comparison to identify structural and cultural determinants of compliance maturity. Findings The findings indicate substantial variation in the organisational positioning of compliance, leadership commitment, technological innovation and cross-functional cooperation with quality management. The results suggest that compliance can evolve from a formal control mechanism into a value-creating governance function when strategically embedded and integrated with process-oriented quality management practices. Compliance maturity is shaped by interrelated structural and cultural factors and is associated with stronger governance coherence and organisational learning. Originality/value This study provides empirical insights into the underexplored interface between compliance and quality management and conceptualises compliance as a quality-oriented governance mechanism. It outlines a conceptual agenda for compliance maturity assessment and highlights the need for sector- and size-neutral frameworks to support benchmarking and organisational self-evaluation.