This dissertation introduces an integrative framework that connects operational product quality metrics with customer-experienced quality metrics and their associated behavioral outcomes. It challenges dominant practices in operations and marketing that rely heavily on complaint data and use customer satisfaction as an all-encompassing quality metric. To bridge operations management and marketing, the dissertation comprises three articles, each targeting a distinct segment of the quality–customer behavior link. The first examines customer reactions to failures, the second explores the moderating role of prior relationships, and the third evaluates the predictive power of quality metrics. Together, these studies demonstrate the interdependence of operations and marketing disciplines and highlight the value of aligning internal quality management systems with external customer behaviors. By doing so, this work contributes to the literature on product quality, quality management, and customer behavior, and provides practical insights for organizations seeking to improve both internal processes and customer-facing outcomes.