Kim, Kumar, and Kumar (2012) set out to discover whether or not a link exists between innovation and quality management practices. They stress the importance of innovation in business as necessary to standing out among competitors and remaining fresh within the business’s respective market. For this reason, innovation has remained a hot topic among researchers for quite some time (Kim et al., 2012). The real question at hand is whether or not quality management has anything to do with innovation, as past research has suggested quality management as a precursor to innovation. Moreover, quality management is being embraced more and more by leading companies (Kim et al., 2012). The trouble is that Kim et al. (2012) believe that past studies have been flawed, as they did not distinguish between the types of quality management in associating it with innovation. By the same token, the view of innovation by past researchers was rather simplified as well, disregarding various types. The former two flaws may be why past research results have produced such varying results (Kim et al., 2012). Consequently, Kim et al. (2012) set out to fill in the gaps by determining the connections between various quality management processes, as well as how each may or may not relate to innovation. Kim et al. (2012) begin by defining quality management as a company’s on-going effort to improve and change. As such, the practices entailed in quality management are aimed at giving the company a competitive advantage and improving the quality of its performance (Kim et al., 2012). They draw upon past studies to point seven dimensions of quality management as distinguished by researchers, which are customer involvement, supplier involvement, process management, workforce management, product design, top management support, and quality information systems (Kim et al., 2012). Moreover,