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RAMON SANCHES FRUTUOSO SILVA
Study submitted to Universitat Politècnica de Catalunya as a result of an exchange internship program.
Supervisors: Prof. Gema Calleja Sanz Prof. Jorge Olivella Nadal
Barcelona 2013
CULTURAL INFLUENCES ON THE IMPLEMENTATION OF PRODUCTION MANAGEMENT TOOLS: A LITERATURE REVIEW
ABSTRACT
Engineers and many other professionals usually solve production issues by applying pre-existing polices, like Total Quality management, Six Sigma, Lean Production and World Class Manufacturing. These polices were created to solve some particular range of problems. We can summarize the work of these professionals as being to analyze the problem and then to select polices and tools that best fit it.
When solving a production problem we usually consider some dimensions, as: processes and professionals involved, material and information flow, machinery, etc. Then, we select a specific set of practices that, when applied, will result in improvements.
Sometimes polices that were developed and tested under certain conditions in a specific region are applied to a different country, with distinct environmental and cultural influences. This multi-cultural situation introduces another dimension to the solution of production issues. Trying to solve a problem without considering the cultural aspect can lead to a wrong implementation of some production management method, and consequently may not give the expected results.
Thus, this research aims to analye, through a literature review, how academics and practitioners understand the role of cultural differences on the implementation of production management tools. For this, it intends to explore existing studies on production management conducted in distinct countries.
KEYWORDS: production management; cultural influences
TABLE OF CONTENTS
1 INTRODUCTION ................................................................................................... 4
3 DEFINITIONS ........................................................................................................ 5 3.1 Six Sigma history and definition ............................................................................ 5 3.2 Six Sigma and Lean Management .......................................................................... 6 3.3 Total Quality Management (TQM)........................................................................... 7 3.4 World Class Manufacturing .................................................................................... 7
4 CULTURE ............................................................................................................. 9 4.1 A brief definition ...................................................................................................... 9 4.2 Cultural influence on management ........................................................................ 9 4.3 Cultural aspects on productions management tools ......................................... 10 4.4 Cultural dimensions .............................................................................................. 11
4.4.1 Individualism versus Collectivism ...................................................................... 11 4.4.2 Large versus Small Power Distance .................................................................. 12 4.4.3 Strong versus Weak Uncertainty Avoidance ..................................................... 12 4.4.4 Masculinity versus Femininity ............................................................................ 13
5 LITERATURE REVIEW ....................................................................................... 14 5.1 Research Program ................................................................................................ 14
5.1.1 Scope and research questions .......................................................................... 14 5.1.2 Search Strategy ................................................................................................ 14
5.2 Summaries ............................................................................................................. 15 5.4 Discussion ............................................................................................................. 29
5.4.1 Influence of cultural values on production management practices ..................... 30 5.4.2 Cultural dimensions .......................................................................................... 33 5.4.3 Using critical success factors (CSF) .................................................................. 35
5.5 Conclusion ............................................................................................................ 37
6 REFERENCES .................................................................................................... 39
1 INTRODUCTION
More and more the scientific community and managers are realizing that culture is a
key factor when developing and applying management techniques. Hofstede (1984)
stated that “the nature of management skills is such that they are culturally specific: a
management technique or philosophy that is appropriate in one national culture is not
necessarily appropriate in another“.
With that in mind, this study intends to understand the impact of cultural differences
on the implementation of production management tools. We are going to consider
production management tools as methods and programs used to improve business
performance by acting either on operational or strategic level.
The work begins with the definition of some of the most popular processes applied as
production management tools, such: Six Sigma, Lean Management, Lean Six Sigma,
Total Quality Management and World Class Manufacturing.
The following part makes a brief explanation of what we can understand by culture
and how it can influence the behavior of workers, and consequently the
implementation of production management methods.
This literature review aims to analye publications that are related to the study of
cultural influences on production management technics. Thereby, the purpose of this
research is to capture the state of the art within this topic as well as to document the
development of the analysis through a systematic literature review.
The methodology includes targeting relevant publications databases, searching these
using a wide range of keywords and phrases associated with production
management tools and then reviewing each paper identified. The outcome of these
reviews was the extraction of a set of key findings, compiled and grouped by topics.
3 DEFINITIONS
3.1 Six Sigma history and definition
Bill Smith, a senior engineer and scientist of Motorola, introduced the concept of Six
Sigma in response to increasing complaints from the field sales force about warranty
claims (Barney, 2002). He crafted the original statistics and formulas that was the
beginning of Six Sigma culture. Bob Garvin, Motorola’s CEO at the time, helped
Smith to make Six Sigma the number one component in Motorola’s culture. The
result was a culture of quality that led to a period of unprecedented growth and sales,
culminating in Motorola winning the 1988 Baldrige National Quality Award (Breyfogle
III, 2003).
After that, Larry Bossidy introduced Six Sigma at AlliedSignal in 1994, intending to
“produce high-level results, improve work processes, expand all employees’ skills
and change the culture“ (ASQ, 2002).
The next successful implementation of Six Sigma was carried out at General Electric,
starting in 1995 (Slater, 1999).
Six Sigma works through projects, in which specialists work with other employees to
improve the quality of company’s processes.
A study conducted by Schroeder et al (2008) in which practitioners and academics
definitions are analyed, defines Six Sigma as:
“An organized, parallel-meso structure to reduce variation in organizational
processes by using improvement specialists, a structured method, and performance
metrics with the aim of achieving strategic objectives”.
Six Sigma methods are used to improve processes quality by reducing defects to
fewer than four per million. Six Sigma also requires that companies build their
business around an intimate understanding of their costumers’ requirements,
bringing as much discipline and focus to this external activity as they do to internal
process-improvement efforts.
The principles of Six Sigma can be applied either to manufacturing and electronics
(where ix igma originated) or any other type of business, from baking and financial
services to chemicals, pharmaceuticals, utilities, health care, or entertainment.
Six Sigma improvement teams use the DMAIC methodology to root out and eliminate
the causes of defects:
D: Define a problem or improvement opportunity.
M: Measure process performance.
A: Analyze the process to determine the root causes of poor performance;
determine whether the process can be improved or should be redesigned.
I: Improve the process by attacking root causes.
C: Control the improved process to hold the gains.
3.2 Six Sigma and Lean Management
The implementation of Six Sigma in different companies was responsible for
significant improvements on quality, which was directly reflected on financial benefits.
However Six Sigma has no approaches for process speed, it is based on reducing
defects, which means delivery time problems are not usually solved by Six Sigma
projects.
Lean methods are the common solutions for this kind of problems; companies apply
them to reduce process lead-time, which also reduces overhead costs and
inventories (George, 2002).
Lean production directly descended from Toyota Production System (TPS), which
itself evolved from Taiichi Ohno’s experiments and initiatives over three decades at
Toyota.
The basic idea in TPS is to produce the kind of units needed, at the time needed and
in the quantities needed such that unnecessary intermediate and finished product
inventories can be eliminated. Three sub-goals to achieve the primary goal of cost
reduction (waste elimination) are quantity control, quality assurance, and respect for
humanity. These are achieved through four main concepts: JIT (Just In Time),
automation, flexible workforce, and capitalizing on worker suggestion.
Lean production keeps the concepts of TPS and expands the technics to achieve the
main goal of waste elimination, it includes also: preventive maintenance, product
design, cellular manufacturing, training, cross-functional teams, and others.
But Lean methods are not a solution by themselves; companies applying Lean seem
to understand how to use it but have failed on disseminating its application across
the corporation. Therefore, the adoption of a Six Sigma cultural infrastructure helps
the implementation of Lean across the corporation at rapid rate (George, 2002). This
approach has led to the creation of a new concept called Lean Six Sigma.
3.3 Total Quality Management (TQM)
There are many different definitions for the TQM, but most of them agree that Total
Quality Management is a management approach to long-term success through
costumer satisfaction. One of the mains principles of TQM is that the whole company
must be concerned about the importance of improving processes, services, product
and culture in which they work.
The methods for these improvements are based on the ideas of quality leaders
including Philip B. Crosby, W. Edwards Deming, Armand V. Feigenbaum, Kaoru
Ishikawa, and Joseph M. Juran.
Miller (1996) has conducted a study to define TQM. By studying other existing
definitions and through the analysis of quality gurus’ ideas he proposed the following:
“An on-going process whereby top management takes whatever steps necessary to
enable everyone in the organization in the course of performing all duties to establish
and achieve standards which meet or exceed the needs and expectations of their
customers, both external and internal.“
Other definition that elucidates the total quality concept says that TQM is an
integrated management philosophy and set of practices that emphasizes continuous
improvement, meeting customer requirements, reducing rework, long range thinking,
increased employee involvement and teamwork, process redesign, competitive
benchmarking, team-based problem solving, constant measurement of results, and
closer relationships with suppliers (Ross, 1993).
3.4 World Class Manufacturing
The term World Class Manufacturing was first applied by Hayes and Wheelwright in
1984. They defined it as a set of practices, implying that the use of best practices
would lead to superior performance. The definitions of the model were based on in-
depth analysis of practices implemented by Japanese, German and US firms (Flynn,
Schroeder, & Flynn, 1999).
Hayes and Wheelwright’s description of world class manufacturing focuses on six
dimensions of practices (Table 1), some of which are taken for granted today and
others that seem fairly unique.
Table 1 - Hayes and Wheelwright’s practices dimensions Dimension Example of practices
Workforce skills and capabilities Apprenticeship programs
Cooperative arrangements with
vocational technical institutes
Internal training institutes
Management technical competence Ensure a significant number of managers
have engineering or technical degrees
Train potential managers, early in their
careers, in a variety of technologies
important to the firm
Competing through quality Seek to align products and processes to
meet needs that are important to
customers
Long-term commitment to quality
Strong attention to product design
Workforce participation Develop a culture of trust between
workers in various departments and
between workers and management
Routine, close contact between
management and workers
Rebuilding manufacturing
engineering
Invest in proprietary equipment
Incremental improvement
approaches
Continuous improvement in small
increments
Continually adapt to changes in
customer needs
The World Class Manufacturing methods suggested by Hayes and Wheelwright has
been serving as a basis for the development of more recent methodologies for
manufacturing performance improvements. The last dimension “incremental
improvement approaches“ is one of the most important features of programs like
Total Quality Management and Six Sigma.
4 CULTURE
4.1 A brief definition
Hofstede (1984) statedthat ”culture consists of patterns of thinking that parents
transfer to their children, teachers to their students, friends to their friends, leaders to
their followers, and followers to their leaders”.
Culture is reflected on the way people see the world and their role in it; in their
values; in their collective beliefs; and in their artistic expressions.
Differences exist between national cultures in the way members view the world, how
they deal with uncertainty, the degree to which individuals are integrated into groups,
the extent to which the less powerful members of organizations accept and expect
that power is distributed unequally (Hofstede, 1984), how information is processed,
how individuals establish relationships with others, the modality of human activity,
and the character of innate human nature.
4.2 Cultural influence on management
The recent changes in organizations, partially brought on by rapid improvements in
information flow capabilities and increasing globalization, have transformed
organizational life.
Managers are now faced with a growing set of issues of how to manage and motivate
individuals from diverse cultures that hold very different assumptions about work,
time and the world. The way in which people from different cultures interact has
become varied and complex.
Culture, although basically resident in people's minds, becomes crystallized in the
institutions and tangible products of a society, which reinforce the mental programs in
their turn. Management within a society is very much constrained by its cultural
context, because it is impossible to coordinate the actions of people without a deep
understanding of their values, beliefs, and expressions.
Considering the cultural side of management presupposes an understanding of the
way people will respond to management actions, according to their different life
experience. That means that managers should understand general patterns and
models of behavior of employees, so they can take decisions that fit better to the
cultural environment the company is inserted.
4.3 Cultural aspects on productions management tools
Culture, as such, is a pervasive phenomenon that permeates into organizations
(Lammers & Hickson, 1979) and has the potential to affect an organization’s ability to
‘‘import’’ hard and soft technology.
It is easier for us to accept the need to address management of individuals, since
they view the world differently, but usually it is not that easy to see how implicit
cultural assumptions embedded in traditional managerial programs may be
implemented in an inconsistent way, when their values are in contrast with dominant
cultural values.
The ideas of productions management programs, such as Six Sigma or Total Quality
Management, and their implementation are embedded in the social context of the
nation they were created. Some academics (e.g.,(Bird & Kotha, 1994; Weed, 1979)
defend the idea that production tools are “universal” (Convergence Hypothesis),
asserting that cultural differences are not relevant when developing and applying this
methods. However, there are others (Javindan & House, 2001; Kogut & Singh, 1998)
that say production tools are national specific (National Specificity) and, as such, any
organizational practice must, therefore, be adapted to the social context to maximize
its effectiveness resulting, in turn, in the observed divergence of practices across
nations.
The Convergence Hypothesis says that as the transfer of modern industrial
technology occurs across nations, these nations would be compelled to align their
socio-economic and socio-political environments to the industrial technology being
transferred (Cole, 1973). Such alignments would consequently undermine a nation’s
adherence to ideological principles, beliefs, and dogmas that, in turn, would foster the
development of similar human nature and social behavior across nations (Dore,
1973). With those assumptions this line of thought believes that production
management programs could be implemented in any country, without too much
concern about cultural differences.
The National Specificity argument, contrary to the Convergence Hypothesis
argument, posits that observed differences across nations, whether arising from
cultural, political, and/or economic factors, would impede the cross-national
organizational applicability of managerial practices and theory to the extent converge
among organizations across nations would not likely to occur. According to these
arguments the implementation of production management programs should take in
account local cultural aspects, therefore would not be possible to simply apply
standard methods to any country, with the intention of improving production
performance.
This study also intends to analye, through literature review, the implementation of
well-known production management programs in different countries, trying to
recognize traits of these two lines of thought.
4.4 Cultural dimensions
Hofstede (1984) conducted a study to identify cultural differences among countries.
The project was developed through answers on paper-and-pencil questions about
values collected by psychologists within a large multinational business enterprise
among the employees of its subsidiaries in 67 countries.
The comparison was made between employees in similar occupations, an the
individuals were all employed by subsidiaries of the same multinational corporation,
thus the national differences in the research could not be due to either occupation or
employer but had to be due to nationality.
Hofstede’s research used the answers on 32 value statements. Subsequent
statistical analysis showed that the differences among countries reflected the
existence of four underlying value dimensions along which the countries could be
positioned.
In this study the dimensions proposed by Hofstede are going to be used to classify
the countries being analyzed, the idea is to link the differences on the implementation
of production management tool with the differences found on the four dimensions.
4.4.1 Individualism versus Collectivism
This dimension describes the connection between the individual and the collective.
This relationship is not solely a matter of the way of cohabitation, like in nuclear or
extended families, however it is closely connected with social norms. Thus,
individualism can have an effect on not solely the functioning of families, however
conjointly education, faith and politics. A given society’s norm for individualism versus
collectivism can powerfully have an effect on the character of the connection
between an individual and also the organization to which they belong.
Collectivist societies, like Japan, request larger emotional dependence from
members. In contrast, individualistic societies, like USA and Canada, assume
workers have broad responsibility for individual actions.
More collectivist societies, like Japan, demand larger emotional dependence from
members, whereas organizations in individualistic societies, like the USA and
Canada, assume workers have broad responsibility for individual actions and, area
unit rewarded consequently. what is more, the amount of individualism or collectivism
can have an effect on members’ reasons for obliging with structure necessities, in
addition as have an effect on the kind of individuals admitted into positions of special
influence.
This dimension can influence members’ reasons for complying with organizational
requirements, and can also interfere on the way employees are admitted to positions
of special influence.
4.4.2 Large versus Small Power Distance
This dimension reflects human inequality in the areas of prestige, wealth, and status
in each culture. It is about the extent to which workers may accept unequal power
distribution.
Power distance indicates the tendency of a society to accept and desire inequality,
as well as how this society sees the opposition of dependence versus
interdependence.
Hofstede (1980.) states that in high power distance societies, like India and Frace,
power does not need as much legitimation as in low power distance societies, such
as Israel and Denamark. He also says that in low power distance cultures there is a
prevalence of talent conflict between the powerful and powerless, while in high power
distance cultures this relationship has higher levels of internal harmony.
4.4.3 Strong versus Weak Uncertainty Avoidance
This dimension indicates how countries deal with the attribute of uncertainty,
reflecting their inclination to accept or avoid it.
We expect cultures with high uncertainty rejection scores to reveal a preference for
semi permanent certainty of rules, work arrangements, and relationships moreover
as a rejection of risk taking. On the opposite hand, a low uncertainty avoidance
suggests a better tolerance for uncertainty and, therefore, an acceptance of
additional informal actions like circumstantial negotiation for the settlement of
disputes, and a disposition to take risks. High uncertainty avoidance cultures include
Germany, Japan, and Spain while low uncertainty avoidance cultures include
Denmark and the UK.
4.4.4 Masculinity versus Femininity
The majority of societies have the propensity of having higher level of masculinity.
Although biological variations between men and women are similar for all societies,
the particular division of labor between women and men varies widely. This gender
pattern is transferred to every society through families, schools, peer teams, and
therefore the media. The common socialization pattern is for men to seem
autonomous, aggressive, and dominant. Conversely, it is predominant in several
societies for females to seem nurturing, helpful, humble, and affiliating. These social
patterns appear to be projected onto cultural perceptions of organizations. Business
organizations are frequently seemed to be more “masculine” whereas organizations,
like hospitals, tend to be perceived as more “feminine.” In countries with lower
masculinity (higher levels femininity) indices, like Norway or Sweden, life satisfaction
of employees tends to take precedence over job success. In societies with higher
level of masculinity, as USA, the opposite seems to occur.
5 LITERATURE REVIEW
5.1 Research Program
5.1.1 Scope and research questions
This literature review, to a large extent, aims to initiate the understanding of cultural
influences on the implementation of production management methods by analysing
pre-existing works, and thereby creating opportunities for future studies.
There are not so many studies concerning this topic, therefore the systematic
literature review in this study does not considers a defined time frame. To provide a
global vision of the subject matter, the scope of this work is not limited in terms of the
industrial sectors or countries considered but only in terms of adherence to the
proposition and the type of sources used, i.e. from journal publications from
established databases.
The initial approach to this research was to answer the following questions:
Q1. Do studies find cultural influences on the implementation of production
management practices?
Q2. How do studies analyze the possible cultural influences?
The purpose of these questions was to guide the search even if it was expected that
existing literature might not be sufficiently developed to translate each question
directly into a finding.
5.1.2 Search Strategy
The search strategy was developed by first identifying the relevant data sources and
keywords. In a first stage the databases included ScienceDirect, Emerald, Oxford
University Press and Sage. In a second stage controlled researches were made on
Google Scholar.
The search is set out by choosing a set of keywords and possible combinations that
could be significant to study the cultural influence on production management
methods. The study’s proposition embraces a very wide range of aspects and so a
considerable number of search strings were deemed necessary.
The main exclusion criterion in this search was to take into account only papers
focused primarily on the role of culture on production management technics, ignoring
consequently the ones that cited the implementation of methodologies but did not go
in depth in the cultural influence aspect of them.
5.2 Summaries
(Adam et al., 1997)
This study compared the relationship between TQM critical factors and product
quality with financial performance across three regions, Asia/South Pacific (Australia,
New Zealand, Hong Kong, Korea, Taiwan), Europe (UK, Spain) and North America
(USA, Mexico). One of the objectives of this study was to test the ‘culture-free’
hypothesis that the relationships between quality improvement and performance are
the same across and within geographical regions. However, all three regions were
different from each other in terms of the relationships between the TQM factors and
performance, what supported the ‘culture-specific’ hypothesis.
(Al-Sulimani, 1995)
Al-Sulimani (1995) states that cultural change must occurs in many organizations
before TQM and the accompanying continuous improvement can become a way of
life in manufacturing companies in Saudi Arabia. The author also says that these
companies can not just import philosophy from the West or form Japan and
implement without first making sure that the people are ready to support its
implementation.
(Baidoun, 2003)
This paper presents the results of a questionnaire survey to investigate factors of
quality that are absolutely essential for successful implementation in Palestinian
organizations
The findings of the survey proved that TQM is a generic philosophy of management
as all the quality factors identified as important by TQM organizations in West were
returned as critical or important except one factor (the role of labor unions) by
Palestinian TQM organizations.
(Barad, 1995)
The article explains some principles and practices of quality management as
emphasized across cultures. It is supported on glimpse into quality practices in P.R.
China, that is then contrasted with some Total Quality Management experiences in
Australia, in an early conceive to reveal some basic cultural/geographical influences
on quality strategy principles and practices. The author states that the different
organization of active employee participation in the continuous improvement process
at the shop level, namely voluntary QC circles in China versus formal cellular
organizations in some Australian enterprises, can be definitely attributed to cultural
influences.
Another difference pointed by the article between China and the other countries, is a
narrow job scope perception. The study says that as proved by Japan and by
Western companies in which Taylor’s methods were replaced by flexible and
enriched jobs, quality and productivity were positively affected by broader scope jobs.
(Bond, Chen, Nunes, Zhou, & Peng, 2005)
This study analyses the successes achieved through local cultural adaptation of lean
production techniques by the Volvo’s Brazilian truck business in Curitiba.
The authors state that unstable economic conditions in Brazil build f willing to adapt
to new operating ways in order to stay their jobs, however the academic level of the
Curitiba workers is variable, what needed the adaptation of traditional lean producing
practices.
As result the article says that, to achieve such adaptation, managers introduced
competence-based pay scales however rewarded workers for active use of
knowledge not mere possession of it. This encourages workers to gain new skills and
increase their performance. Second, managers introduced two forms of self-
managing groups. Groups comprising better-educated workers have rotating
representatives selected by the team – a practice borrowed from Sweden. Groups
comprising workers with poorer education have leaders appointed by co-coordinator
of their production area.
(Box, 1997)
This paper presents three potential conditions which will occur when the values
embedded in a given management approach meet the values held in a specific
cultural context. The case of TQM implementation in Valvex, a Polish valve
manufacturer, illustrates these three conditions and ways in which managers can
address them.
The author says that the ascription orientation of Polish culture is not compatible to
the achievement orientation of TQM values. The ascription-achievement orientation
addresses the means by that a given culture assigns status within the society.
A second example of value incongruence mentioned within the articles, happens at
the merging of the fatalism of the Polish culture and also the determinism assumed
within the TQM approach.
(Brun, 2011)
This study discusses the results of a research project that aims to analyze the
idiosyncrasies of Six Sigma implementations in Italian companies.
The result shows that the level of relevance of six sigma’s CSF does not change if
we refer to the case of an application of Six Sigma in an Italian SME with respect to a
traditional application.
(Cagliano, Caniato, Golini, Longoni, & Micelotta, 2011)
This paper aims at understanding the connection between the adoption of recent
forms of work organizations (NFWOs) and measures of country impact, in terms of
national culture and economic development.
The authors show that it is attainable to elucidate different patterns of new adoption
of NFWO practices when considering company size and cultural variables. Gross
national income (GNI) is instead solely important for a few practices and does not
always positively influence the adoption of NFWO. On the opposite hand, cultural
variables are coupled to all the practices, however there is no dominant dimension to
elucidate higher or lower NFWO adoption.
(Craig & Lemon, 2008)
The aim of this study is to see why, in China and Poland, management systems like
TQM, ISO 14001 and ISO 9001 fail to realize continued improvement and correction
methodologies capable of improving technical performance and enhancing economic
profit.
The article concludes that the interactions between management levels were
influenced by socio-cultural factors, which successively determined the means of
communicating knowledge between these levels. This might have affected the
perceptions and mind-sets of workers within the management chain, and therefore
the practical effects of any decisions based on concomitant mind-sets “on the
ground”. The author says that new management systems might not be properly
understood thanks to these factors.
(Eligio Espinoza Méndez, 2008)
The article analyzes the experiences of Mexican SMEs (small and medium sized) in
implementation of world class manufacturing methods. The author tries to seek out
the justification of success or failure in introduction of models, methods, and
techniques of world class manufacturing by Mexican businesses. the ultimate result
is that the implementation of WCM practices ought to amendment the enterprise
towards a work culture more versatile to simply accept a continuous improvement.
The author states that to encourage the participation of all the workers is the key of
the success.
(Friel, 2005)
This article analyses the impact of establishments on the power of firms to realize
lean production based on a case study of a German multinational, that implemented
this program at one facility in Germany and one within the united states. It finds that
the heavily regulated setting in Germany proved conducive to the success of this
program there, whereas the liberal environment of United States contributed to its
failure at their U.S. facility.
(Galperin & Lituchy, 1999)
Using the case methodology, this analysis examines the influence of national culture
on the successful or unsuccessful implementation of TQM in Canada and Mexico.
In the study, the qualitative results counsel that a firm in an exceedingly collectivistic
culture, such as Mexico, is more successful at implementing TQM than a firm in an
individualistic culture, like Canada. his is because the collectivist culture has more
TQM beliefs and values than the individualistic culture.
(Glaser-Segura, Peinado, & Graeml, 2011)
This article describes the results of a survey that examined cultural aspects with
potential influence over the degree of success of lean production implementation.
(Hopkins, Nie, & Hopkins, 2004)
This analysis assesses variations within the economies of Taiwan and China to
determine whether or not perceptions of quality management variations exist among
managers of electronic corporations in the two countries. applied mathematics results
suggest that these two groups of managers not solely differ in how they outline
quality, they also differ in their beliefs regarding the link between quality management
and structure outcomes, the extent to which quality management is practiced within
the firm, and the way the quality of their products compares with products made by
competitors in alternative countries.
(Jabnoun, 2005)
This article investigates TQM practices, corporate culture, and performance in United
Arab Emirates manufacturing firms. This resulted in four TQM dimensions (customer
focus and continuous improvement, management commitment to quality, training and
empowerment, and benchmarking) and five culture dimensions (people oriented,
inward oriented, task oriented, outward oriented, and competitiveness).
(Jenner et al., 1998)
This paper examines the expertise of ten U.S.-China joint ventures in China.
although most of the JVs have experienced less than satisfactory performance, one
amongst the JVs within the study was ready to considerably remodel the culture of its
Chinese partner through dedicated implementation of a TQM program.
With that result the author defend the thought that organizations ought to adapt and
alter cultural aspects in order to implement TQM.
(Jones & Seraphim, 2008)
This paper aims to look at the potential for successful TQM implementation in a
“theoretically” unfavorable TQM surroundings, and what will be expected from such
implementation if it is successful.
The authors state that it is attainable to implement TQM principles in an surroundings
deficient in factors that are typically accepted as vital to its successful
implementation, and say that he identification of and reaction to cultural difficulties
are central to a successful TQM implementation approach taken.
(Jung, Su, Baeza, & Hong, 2008)
The purpose of this paper was to analyze the connection between organizational
culture stemming from national culture and TQM implementation performance.
The results of the study suggest that an organization’s TQM practices are
considerably influenced by the organization culture. However, every dimension of
organization culture is related to TQM in several fashions. For instance, power
distance influences all the TQM components, however masculinity has positive
impact on business performance of TQM practice only.
(Karimi, 2012)
This study aims to investigate the relationship between organizational culture and
TQM in the Iranian oil industry. The research has contributed to clarifying the
disputed relationship between different culture and TQM practices, and shows
empirical evidence in Iran industry to confirm that the culture set deployed by a firm
has impact on TQM.
(Kull & Wacker, 2010)
Using global manufacturing data and cultural information, this study analyzes if
cultural values in Asian and non-Asian countries explicate how effective quality
management methods are at improving quality performance. Through the utilization
of multilevel modeling, variations in quality management effectiveness are found
among the East Asian cultures of China, South korea, and Taiwan. Moreover, this
study finds that specific cultural dimensions are statistically associated with quality
management effectiveness.
(Kumar & Sankaran, 2007)
This paper seeks to argue against the traditional knowledge in the current TQM
literature that hierarchy is not conducive for TQM. It aims to spot the cultural
dynamics that may aid TQM implementation in a hierarchical country like India.
The authors state that within the Indian context, hierarchy, operationalised through
the guru-shishya (teacher-student) relationship between the boss and also the
subordinate will develop a learning orientation among the organisational members
and facilitate TQM implementation. The article says that by superimposing the
component of “equity” on the “personalised relationship” dimension of hierarchy, in a
collectivistic society like India, it is possible to elevate the facet of “personalised
relationship” between superior and subordinate to the status of “individualised
consideration” dimension of transformational leadership provided it is presented only
upon the satisfactory completion of “task” by the subordinate.
(Lagrosen, 2002)
This article relates a study, which propose was to explore and describe the influence
of some national cultures on the approach quality is practised. Some variations in
focus are found, and the authors says that they are associated with cultural theory.
The study has shown that, though the variations in the view and practice of quality
management within the studied countries are not huge, there are some very
important distinctions. The author has found a focus on people in Great Britain, on
procedures and structure in Germany, on communication in France and on
leadership in Italy.
(Lagrosen, 2003)
This article conducts a study with the aim of add more understanding of how the
basics of TQM are viewed in numerous cultural settings. Hypotheses are fashioned
concerning potential correlations between values of quality management and cultural
dimensions.
The author has found that uncertainty avoidance and individualism-collectivism are
the dimensions that mainly affect quality management. In cultures with high
uncertainty avoidance the values of business process focus and continuous
enhancements may be improvements to implement. In countries with low uncertainty
avoidance there ought to be a greater tendency to concentrate on a number of
important customers and corporations in collectivist countries will be more inclined to
concentrate on those customers with whom they have already got good relations. In
individualist countries with high uncertainty avoidance there will be a propensity to
treat all customers on an equal basis.
(Lagrosen, 2007)
This paper concerns regional development of quality management. The aim was to
identify and describe environmental factors that governments can influence so as to
facilitate the development of quality management in regions and nations.
The results of the study highlight the importance of the human issues in development
of regional and national quality management. The findings indicate that for quality
management, personal skills and commitment as well as high goals are the principal
concerns. curiously, the knowledge of the customers was also found to be enclosed
in the most important factor.
(Lo, 1999)
This study is an atempt to research the use Confucian principles in quality
management in Chinese based organisations.
The key finding of this study shows that Chinese management within the implementa
tion of recent quality management is using Confucian Principles, in alternative words,
it is instructed that Chinese managers do consider Confucian Principles relevant to
Quality Management. Moreover, they will adopt these principles
(Mathews et al., 2001)
This article presents the findings of a form survey into the quality management
procedures procedures and tools adopted in three europeans countries, the UK,
Portugal and Filand. The mains variations between the three countries are oulined
with regard to factors motivating the implementation of quality systems, quality tools
and techniques used, outcomes from quality management and issues encountered in
providing quality training.
In the results of the study, authors notice that the concequence of uncertainty
avoidance is an adoption of a version of quality management that seems to be rule
based mostly instead of of a dispersed responsibility.
(Naor, Goldstein, Linderman, & Schroeder, 2008)
This study examines the relationships among organizational culture, core quality
management practices, and manufacturing performance using two different models.
This study establishes a link between quality management practices as a
manifestation of improvement initiatives and organizational culture.
(Naor, Linderman, & Schroeder, 2010)
The study conducts a investigation of the impact of eight national and organizational
culture dimensions on producing performance. An analysis of variance comparison of
189 producing plants between Eastern (Japan and South Korea) and Western
(Germany, u. s., Finland, and Sweden) countries indicates that organizational culture
within plants differs in three dimensions (power distance, future orientation, and
performance orientation).
(Naseem, 2008)
This thesis says that there is clear proof that there are variety of impediments and
barriers that prevent and hamper the adoption and implementation of TQM in
Jordanian information and communications technology (ICT) corporations. it has
been concluded that the most vital impediment was the restricted attention to total
quality within the organizations’ culture. Moreover, favoritism and “Wasta” are
considered new dimensions relevant to organisational culture that have a negative
impact and are problematic in applying TQM to Jordanian ICT corporations.
(Nasierowski, 2000)
This paper focuses on selected initiatives orientes twards tachnological
improvements of performance in Mexican companies an betterment of the quality of
Mexican products. These aspects are examined quantitatively and qualitatively.
TQM is explored from the perspective of its applicability to Mexican conditions. It is
observed that substantial problems can be expected when implementing it in Mexico
when trying to improve quality and technological indicators of performance.
(Ngowi, 2000)
This study aims to determine the outcome of implementing TQM in a place that does
not share its cultural base. Is was concluded that for TQM to be sucessful in a
particular cultural setting, it has to take some of the host cultural values.
(Noronha, 2002)
This research examines the influence of Chinese cultural values on total quality
management. Results from structural equation modeling indicate that Chinese
cultural values do have a positive statistically significant influence on onrganizations’
quality climate.
(Noronha, 2003)
Using a sample of total quality management corporations operating in mainland
China, Hong Kong, and Taiwan, a structural equation model explaining the influence
of Chinese cultural values on TQM were tested. Results indicated that the planned
model demonstrated satisfactory goodness of match.
(Pagell, Katz, & Sheu, 2005)
The purpose of this study is to check the validity of national culture as an instructive
construct for international operations management decision-making. this article finds
that national culture considerably explains international operations management
behaviors among similar manufacturing plants within the same industry situated in
different cultures.
(Perry, 1997)
This paper addresses the analysis problem: is TQM a culturally acceptable way to
reconceptualise management in African enterprises?
The study concludes that it seems that TQM may well be a more culturally
appropriate management framework for Africa than for the united states and
Australia, however some vital components of it will be difficult to install, particularly
those regarding aspects of Counfucian dynamism.
(Pheng & Alfelor, 2000)
This paper suggests that cross-cultural influences will considerably influence quality
management in international construction projects. Using to case studies, it explains
regional culture influences and suggests ways of minimising their adverse effects on
quality management.
(Philipsen & Littrell, 2011)
In this article the authors contemplate the link between cultural value dimensions and
the Lean Six sigma method as a quality management answer for Chinese producing
issues, using the globe cultural value dimensions to assess the attainable effects of
introducing Lean Six sigma in China. They state that cultural values as well as the
country history and private motivational factors ought to be taken carefully into
consideration when implementing Lean Six sigma in China.
(Pun & Jaggernath-furlonge, 2009)
This paper discusses the common facilitators of and cultural impacts on quality
management practices (QMP). It explores the dimensions of national versus
organizational culture, and identifies features options of four quality culture models as
advocated within the literature in relation to facilitating QMP in organizations. it had
been found that flat structures, decentralized functions, authorization, flexibility,
innovation, restricted rules and regulations and cooperation favor the QMP
implementation.
(Rao, Raghunathan, & Solis, 1997)
Rao et al. (1997) conducted a large-scale cross-country study in india, China and
mexico, which found that the importance given to numerous TQM factors was
consistent within the three countries. Additionally, this study found that quality results
measured by levels of scrap and rework, productivity, market share, and so on, were
not considerably different within the three countries.
(Rho & Yu, 1998)
This study focuses on analyzing how the industrial plant productivity and lead time
may be linked in conjunction with manufacturing practices in different countries,
particularly in Japan and Korea.
As a result, the general fitness of the proposed model showed a significant structural
relationship in both countries. Two exogenous constructs, process and method
technologies and materials management, looked as if it would have significant impact
on length of the lead-time in both countries. Process and process technologies
additionally showed an immediate significant relationship with productivity in both
countries. However different manufacturing practices had different cause-and-effect
relationship with lead-time and/or productivity depending on the countries.
Rungtusanatham et al (1998)
Rungtusanatham et al. (1998) conducted a study in Italian corporations using the
same TQM success factors applied by Anderson et al. (1994) in U.S.A. companies.
The replication study revealed that five of the eight hypothesized relationships
between the factors were consistent in both studies. The other three relationships
yielded conflicting results in the two studies.
(Salaheldin & Eid, 2007)
The purposes of this paper were to illustrate how Egyptian manufacturers have
implemented the WCM, to identify the important driving and resisting forces toward
WCM techniques implementation, and to add guidelines for the successful
implementation of WCM.
(Shokshok, Rahman, & Wahab, 2011)
This study investigates the present status of cultural variables in Libyan
manufacturing firms in order to produce a basis for TQM framework design.
Authors concluded that a productive implementation of TQM needs low power
distance, a feminine society, long-term orientation, low uncertainty avoidance, and a
collectivist society
(Sivakumar & Muthusamy, 2011)
The objective of this analysis is to survey Six Sigma implementation in Malaysian
multinational Corporation and establish the Critial Success Factors (CSF) these
corporations ought to use to ensure its successful implementation. The study found
four CSF: Training and Awareness, Management Commitment, Absorption and
Project/Process Assessment.
(Shields, 1991)
This experimental study provides a direct test of the effects of national culture and
management control system on manufacturing performance. The dimension of
national culture studied was individualism (vs collectivism) because this work-related
attribute has been noted as a significant difference between Asian and Western
cultures.
The results of the analysis do not refute the likelihood of a specifk system being
effective in highly diverse national cultures. Also, regardless of national culture,
interdependencies induced by the control system among workers affected
performance.
(Solis, Raghu-Nathan, & Rao, 2000)
The study developed by Solis et al. (2000) tested the link between seven TQM
factors and quality performance in Mid-West USA, and north and central regions of
Mexico. They found that although the seven TQM factors and quality performance
were indeed connected, the strength of those relationships varied from region to
region.
(Sousa-poza, Nystrom, & Wiebe, 2001)
In this article the authors explore the impact of cross-cultural variations on the
facilitating effects of company culture on the implementation of total quality
management (TQM).
The results show that, in every region, many distinct relationships between the
dimensions of TQM implementation and corporate culture exist. Additionaly confirm
that the relationships differ among regions, implying that the application of TQM
should take into consideration ethnological cultures.
Thiagarajan & Zairi (1997)
Thiagarajan & Zairi (1997) conducted a benchmarking study of twenty-two essential
factors of TQM across many countries of widely differing cultures, and found that not
all the critical factors are relevant in a generic sense, what strengthens the “culture-
specific“ hypothesis.
(Vecchi & Brennan, 2011)
The purpose of this paper is to address the extent to which quality management is
culture-specific.
From this study, it emerges that adopting the globe framework provides a useful
insight into understanding quality management across countries. Especially, the
findings show that some national cultures are more contributory to the
implementation of quality management than others.
(Voss & Blackmon, 1996)
This article reviews the impact of the broad set of manufacturing practices usually
called world-class-manufacturing, and finds that the degree to which their adoption
and use is affected by national background emerges as a collection of research
queries. The hypotheses that parent ownership affects the adoption of world-class
manufacturing practices and the ensuing performance outcomes were supported by
the data. Overall, it can be argued that foreign direct investment could be a source of
improvement both in itself and as a significant source of improved practice that
diffuses throughout European industry. The role of foreign-owned sites as exemplars
of best practice has clearly been established.
5.4 Discussion
Based on our review of the literature, the majority of international production
management research falls into one of three categories: single country studies,
country comparisons and regional comparisons.
In general, the purpose of single country studies is to test the generalizability of a
theory in a new or different setting, with an underlying supposition that there are likely
to be differences between countries. There are many single country studies in the
literature (Baidoun, 2003; Bond et al., 2005; Box, 1997; Jenner et al., 1998; Kumar &
Sankaran, 2007; Lo, 1999; Nasierowski, 2000; Perry, 1997; Salaheldin & Eid, 2007).
Country comparisons are an explicit attempt to test the generalizability of a theory by
applying the same survey or protocol in multiple settings. Such studies make
comparisons between two countries (Barad, 1995; Brun, 2011; Friel, 2005; Hopkins
et al., 2004; Noronha, 2002; Rungtusanatham, Forza, Filippini, & Anderson, 1998) or
more (Cagliano et al., 2011; Jung et al., 2008; Lagrosen, 2007; Naor et al., 2008;
Sousa-poza et al., 2001). Overall, country comparisons and single country studies
share the same generalizability goal.
Regional comparisons serve the same purpose as country comparisons, but are
often done on a larger scale. Regional comparisons propose that the proximity of
geographical locations can be a key explanatory factor in operations management
decisions. For instance, Ettlie (1997) reports regional differences (European, Asia,
North America and South America) in the performance of quality management.
Many studies are base on self conducted surveys (Baidoun, 2003; Barad, 1995;
Craig & Lemon, 2008; Glaser-Segura et al., 2011; Jabnoun, 2005; Karimi, 2012;
Naseem, 2008; Ngowi, 2000; Noronha, 2002; Rao et al., 1997), while some others
use the results of large-scale survey efforts conducted through the Global
Manufacturing Research Group (Adam et al., 1997; Kull & Wacker, 2010), World
Class Manufacturing Project (Naor et al., 2008, 2010; Rungtusanatham et al., 1998)
and the GLOBE project (Cagliano et al., 2011; Kumar & Sankaran, 2007; Philipsen &
Littrell, 2011; Vecchi & Brennan, 2011).
The majority of the studies examined in this research state that culture is an
important element to be considered when implementing production management
tools. The results of these studies are in accord to the culture-specific hypothesis,
which questions the universal applicability of any standardised business practice.
According to this perspective, any organisational practice must be adapted to the
national context to maximize its effectiveness. Other studies show results in accord
to the culture-free or convergence hypothesis, this theory asserts that learning will
lead managers from different cultures to adopt the same efficient management
practices. Competitive pressures will eliminate those who resist convergence. Other
researches do not establish a position in respect to these hypotheses.
Total Quality Management is the most present production management tool in the
studies Analyzed in this literature review. Almost all articles have explicit focus on
cultural issues and how they may interfere on the implementation of management
practices. China is the most studied country, probably because it has become the
global manufacturing center for many international companies.
5.4.1 Influence of cultural values on production management practices
Some of the studies of this literature review intend to verify the compatibility of
production management tools with national cultural values; in general they do that by
analying the implementation of management practices at some specific country. Box
(1997) analyses a case of TQM implementation in a Polish valve manufacturer, with
the intention to understand how the implicit cultural assumptions embedded in TQM
may conflict with dominant cultural values in Poland. As result, the author states that
the ascription orientation of Polish culture is not compatible to the achievement
orientation of TQM values. The ascription-achievement orientation addresses the
means by which a given culture assigns status within the society. Another conflicting
point observed by Box (1997) was the merging of the fatalism of the Polish culture
and the determinism assumed in the TQM approach. Craig & Lemon (2008) also
tested the adaptation of TQM to Polish cultural values; they concluded that the
reasons of failure on TQM implementation are the lack of a coherent top
management culture, poor communication and the resultant aberrant patterning of
socio-cultural groupings and their concomitant phenomena.
Barad (1995) states that disparities found on TQM practices in China and Australia
can be explained by cultural differences. The author says that at the shop level,
permanent-homogeneous improvement teams were found in China as well as in
Australia, however, here the cultural influence was indisputable and was reflected in
the different ways these teams were respectively organized in the two countries. In
Australian companies TQM participation at the shop level was ensured through a
division of the shop floor into cells, while in China TQM participation at the shop level
was only apparent through a quality control (QC) circles organization. The study
states that these differences are related to the collectivism of Chinese culture, in
contrast to the individualism of Australian culture.
One example of how to adapt management practices to local culture is Analyzed by
Bond et al (2005), which examines the successes achieved through innovations in
lean production techniques by the Volvo’s Brazilian truck business (VdoB) in Curitiba.
The study says that unstable economic conditions in Brazil make employees willing
to adapt to new operating strategies in order to keep their jobs however the
educational level of the Curitiba employees is variable, the managers addressed this
in two ways.
First, they traced concepts already in use at other multi-nationals and native
corporations in Curitiba and throughout Brazil but modified them to suit conditions at
VdoB. As an example, they introduced competence-based pay scales but rewarded
employees for active use of knowledge not mere possession of it.
Second, managers introduced two styles of self-managing groups. Groups
comprising better-educated employees have rotating representatives elect by the
team – a practice borrowed from Sweden. Groups comprising employees with poorer
education have leaders appointed by co-coordinator of their production space. A key
innovation is that the better-educated groups have full responsibility for all the human
resources aspects of their work: everything from overtime schedules to dismissing
poor employees from their groups.
Many articles included in this literature review analyze the use of TQM practices in
China. Jenner et al. (1998) and Hopkins et al (2004) state that the organizational
cultures embodied in Chinese enterprises, profoundly shaped by the legacy of
Confucian doctrines and the totalitarian practices of Mao Zedong, are not compatible
with modern, quality-centered, management and organizational practices. Jenner
(1998) says that TQM requires that employees be organized in teams that are
characterized by free and open communications and have real decision-making
power, and Chinese culture difficult these attitudes.
Lo (1999) conjointly states that Confucian instruction can difficult TQM
implementation at China, he suggests that managers ought to use the same
Confucianism Principles to adapt TQM practices.
Philipsen & Littrell (2011) conducted a study to look at possible cultural effects on the
implementation of Lean Six Sigma at China. Authors say that Cultural values as well
as the country history and personal motivational factors ought to be taken carefully
into thought when implementing Lean Six Sigma in China. The article states that
managers ought to be aware of the cultural barriers like the short-term focus on
economic gains, the potential loss of “face” when speaking up, the hierarchical
structure allowing for empowerment, and also the inability of Chinese workers to
require responsibility. However, Chinese values for group rewards, team
performance, solidarity, and also the Chinese recent history of quick growth and
improvement may prove a powerful facilitator for Lean Six also. Noronha (2002,
2003) found that these same Chinese cultural values conjointly benefit the
implementation of TQM.
A study conducted on Botswana shows that, in general, the implementation of key
features of TQM often conflicts with national culture. Ngowi (2000) says that as a
national culture, the society in Botswana tends to be fatalistic rather than
deterministic. In this respect, the workers share a perception of lack of personal
control over events, the dominion over which is believed to lie with the management,
and according to the author, this is contrary to TQM culture, which is based on
determinism-belief that people are responsible as individuals or as a group for their
actions and can affect outcomes. The deterministic versus fatalistic thinking is also
Analyzed by Perry (1997) and Salaheldin & Eid (2007) in the African continent, and
their results are in accord to Ngowi’s study.
Glaser-Segura et al. (2011) studied the influence of cultural values on the
implementation of lean production practices at Romania. The study affirms that
teamwork is highly valued in the country, what facilitates the implementation of lean
practices. The author says that a possible explanation for that is because of
managers and shop workers were considered as equals in the organizations in the
communist regime.
Naor et al. (2008, 2010) develop a model that indicates a significant relationship
between culture and infrastructure quality practices. The authors explain this
relationship by stating that infrastructure quality practices rely massively on human
behavior attributes and communication skills. As example, the study say that
infrastructure practices like high management support and work force management
involve attributes such as leadership, worker involvement, responsibility,
accountability, and socialization. Additionally, the infrastructure practices of supplier
involvement and client involvement encompass cultural characteristics such as
teamwork, responsiveness, and communication skills
Voss & Blackmon (1996) compared the implementation of world class manufacturing
practices on Germany and Britain; his studied found that the German manufacturing
sites have adopted higher levels of manufacturing practices than British
manufacturing sites at a significant level. They have additionally achieved higher
levels of manufacturing performance, although not statistically higher. This result is
strong across site sizes. The authors conclude that Garman culture has more
favorable characteristics for the implementation of word class producing practices
than British culture.
5.4.2 Cultural dimensions
Many studies use the Hofstede’s cultural dimensions to associate differences on
production management performances with cultural aspects. Kumar & Sankaran
(2007) analyed these dimensions on India, and state that successful TQM
implementation requires participatory management style in organiations, but the
India’s socio-cultural dimensions of high power distance and low masculinity are
incompatible with participative management. According to the authors, the problem
with the Indians is that their group affiliation is not work based; it is based on ethnic
consideration of “own-others”. The study proposes two modulations that can modify
the group affiliation of Indians from ethnic to work based groups. This way, Indian
TQM initiatives could profit from harmony among group members (collectivism).
Galperin & Lituchy (1999) examined the influence of national culture on the
successful or unsuccessful implementation of TQM in Canada and Mexico. Their
qualitative results suggest that a firm in a collectivistic culture, such as Mexico, is
more successful at implementing TQM than a firm in an individualistic culture, such
as Canada, because the Mexican firm will have more TQM cultural elements, than
the Canadian. Similar results can be found on Shields (1991).
Lagrosen (2002) also uses the Hofstede’s dimensions of power distance and
uncertainty avoidance to explain de variation in the implementation of TQM at UK,
Germany, France and Italy. According to the author, the countries with low power
distance (UK and Germany) emphasize training personnel to a great extent whereas
the countries with higher power distance (France and Italy) highlight leadership and
the role of the leaders more strong in order to achieve high quality.
Lagrosen (2003) add more discernment of how the fundamentals of TQM are
understood in different cultural settings. Hypotheses are formed about possible
correlations between values of quality management and cultural dimensions. The
study found that uncertainty avoidance and individualism-collectivism are the
dimensions that mainly affect quality management. In cultures with high uncertainty
avoidance the values of business process focus and continuous improvements may
be more difficult to implement.
The same study (Lagrosen, 2003) also found that customer orientation will have
different meanings in different cultures. In countries with low uncertainty avoidance
there should be a greater tendency to focus on a few important customers and
companies in collectivist countries will be more inclined to focus on those customers
with whom they already have good relations. In individualist countries with high
uncertainty avoidance there will be a propensity to treat all customers on an equal
basis. These results are in accord to the findings of other studies (Cagliano et al.,
2011; Pagell et al., 2005; Sousa-poza et al., 2001).
A research conducted by Shokshok et al. (2011) analyzed the level of cultural
dimensions at Libya, and found that this country presents: high power distance, high
masculinity, long-term orientation, slightly high uncertainty avoidance, and moderate
collectivism. The author states that successful implementation of TQM requires low
power distance, a feminine society, long-term orientation, low uncertainty avoidance
and a collectivist society. These results show that Libyan cultural values are not in
accord with TQM cultural values, except for long-term orientation, and that may
difficult the implementation of TQM practices in that country. Jung et al. (2008) also
found that “power distance” “long-term orientation” and “individualism” are more
critical elements that can impact the TQM implementation effort.
Kull & Wacker (2010) made a research showing that Asian countries vary
substantially in quality management (QM) effectiveness, and that effectiveness varies
depending on specific cultural dimensions. Authors state that uncertainty avoidance
(UA) has a positive influence on QM effectiveness, in accord to Mathews et al. (2001)
and Pun & Jaggernath-furlonge (2009), what suggests that employees in cultures
desiring predictability and law-like understanding will be motivated to apply QM’s
systematic approaches, as in six sigma’s improvement heuristics. They say that high
uncertainty avoidance cultures are not uncomfortable with rules and process
controls. Therefore, employees in high uncertainty avoidance organizations with
established ISO 9000 procedures will be motivated to follow the written standards,
while low uncertainty avoidance organizations will be less concerned about deviating
from set processes.
Vecchi & Brennan (2011) made a research in which some hypothesis regarding the
influence of cultural dimensions on quality practices were tested. The study indicates
that quality priorities tend to vary across cultural dimensions. In particular, the
dimensions of uncertainty avoidance, institutional collectivism and performance
orientation have a highly significant impact on quality priorities. The analysis also
indicates that quality practices may to vary significantly across cultural dimensions. In
particular, performance orientation, uncertainty avoidance, power distance and
institutional collectivism.
5.4.3 Using critical success factors (CSF)
Although all studies included in the literature review are related to the influence of
culture on production management technics, not all of them directly focus on the
cultural subject. Some of the articles found in the literature compare the applicability
of production management programs by defining and examining critical success
factors (CSF) at different countries. Thereby, when the countries present distinct
critical success factors, or even varied importance for them, the authors state that
national culture could be the explanation for those differences.
A group of single-country studies found in the literature assume the culture-specific
hypothesis and look for the CSFs that better fit to the analyzed country. Sivakumar &
Muthusamy (2011) concluded, through detailed statistical analysis, the CSFs that
have direct impact in Six Sigma implementation in Malaysia are Management
Commitment, Absorption, Project/Process Assessment and Training & Awareness.
The authors have established a clear guideline on CSFs necessary to adopt in order
to ensure the correct implementation of Six Sigma in Malaysian organizations.
Jabnoun (2005) made an equivalent type of analysis in United Arab Emirates that
resulted in four TQM CSFs, namely client focus and continuous improvement,
management commitment to quality, training and empowerment, and benchmarking.
There are many others articles that follow an equivalent line of study for different
countries (Al-Sulimani, 1995; Eligio Espinoza Méndez, 2008; Naseem, 2008;
Nasierowski, 2000; Rungtusanatham et al., 1998).
Another large scale cross-country study was conducted by Rao et al. (1997) in India,
China and Mexico, that found that the importance given to numerous TQM factors
was consistent within the three countries. Additionally, this study found that quality
results measured by levels of scrap and rework, productivity, market share, and so
on, were not considerably different within the three countries. Solis et al. (2000)
tested the connection between seven TQM factors and quality performance in Mid-
West USA, and north and central regions of Mexico. They found that although the
seven TQM factors and quality performance were indeed connected, the strength of
these relationships varied from region to region. Client focus and top management
support were particularly highly correlated with quality performance in all three
regions. The study’s results also showed that solely client focus and worker training
were the common TQM factors in all three regions, which led them to reject the
hypothesis that TQM factors are universal. In addition, the authors found that
different sets of demographic (e.g. workforce education and age) factors contributed
to higher quality performance in each of the three regions.
Brun (2011) conducted a similar study at Italy and concluded that the CSFs and their
level of relevance do not change if we refer to the case of an application of Six Sigma
in an Italian company with respect to a traditional application, which support the
convergence hypothesis. In the same direction Baidoun (2003) analyzed Palestinian
organizations and revealed that about 17 out of 19 critical quality factors identified in
his investigation share most of the values of traditional TQM approach, the author
stated that his study proved that TQM is a generic philosophy of management as all
the quality factors identified as important by TQM organizations in West were
returned as important except one (labor unions) by Palestinian TQM organizations.
Not all the articles discovered different critical success factors for different countries.
For instance, Adam et al. (1997) compared the relationship between TQM factors
and product quality and financial performance across three regions, Asia/South
Pacific (Australia, New Zealand, Hong Kong, Korea, Taiwan), Europe (UK, Spain)
and North America (USA, Mexico). One of the objectives of this study was to test the
‘culture-free’ hypothesis that the relationships between quality improvement and
performance are the same across and within geographical regions. The study found
that the nine TQM factors obtained across three samples followed the same pattern,
where factors that wee vital in one region were also the most important factors in
other regions. Thus, these nine TQM factors were applicable in Europe, Asia and
North America showing support for the ‘culture-free’ hypothesis. However, all three
regions were different from one another in terms of the relationships between the
TQM factors and performance. Therefore, the authors concluded that their study
found clear evidences of cultural influence on TQM implementation, as far as the
factor–performance relationships were concerned rather than the ‘culture-free’
hypothesis.
5.5 Conclusion
This study aimed to perform a literature review concerning the theme of cultural
influence on production management programs.
The literature review revealed that Total Quality Management is the most studied
management program among the tools being analyed in this research. We have also
found that many of the existing studies focus on the implementation of practices
between countries but do not verify the specific role of culture, thus, these studies
were not included in this research.
Most of the analyed studies state that culture have significant influence on the
implementation of production management practices; some of them use already
defined cultural dimensions to explain this influence, like Hofstede’s dimensions,
while others describe how cultural values of employees and corporation can affect
the implementation of production tools.
The research of production management studies conducted in various countries
revealed that there is still a lack of information about cultural influence on production
management in some regions of the world such as South America, Africa and the
Middle East. The lack of published articles about the countries in these and other
regions prevented us from making more reports of these countries.
More empirical research evidence is needed to see how countries around the world
compare with each other in terms of their understanding and implementation of
production management practices and, mainly, the particular impact of culture on
these practices. These studies would help managers to better analye how important
cultural aspects are to the implementation of production management tools, and
therewith adopt the most suitable practices for some specific country or region.
TNevertheless, with the results here exposed, it is possible to verify some direct
effects of culture acting as an important driver of management practices
implementation; this may help professionals to take more accurate decisions,
allowing them to adapt traditional methodologies to a specific environment
permeated by particular characteristics.
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Kumar, M. R., & Sankaran, S. (2007). Indian culture and the culture for TQM: a comparison. The TQM Magazine, 19(2), 176–188. doi:10.1108/09544780710730014
Lagrosen, S. (2002). Quality management in Europe : a cultural perspective. The TQM Magazine, 14(5), 275–283. doi:10.1108/09544780210439707
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Lo, V. H. Y. (1999). The revealing of an inherent oriental perception on TQM implementation in Hong Kong. Management Research News, 22(11), 1–8.
Mathews, B. P., Ueno, A., Kekäle, T., Repka, M., Pereira, Z. L., & Silva, G. (2001). European quality management practices: The impact of national culture.
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Naor, M., Goldstein, S. M., Linderman, K. W., & Schroeder, R. G. (2008). The Role of Culture as Driver of Quality Management and Performance: Infrastructure Versus Core Quality Practices*. Decision Sciences, 39(4), 671–702. doi:10.1111/j.1540-5915.2008.00208.x
Naor, M., Linderman, K., & Schroeder, R. (2010). The globalization of operations in Eastern and Western countries: Unpacking the relationship between national and organizational culture and its impact on manufacturing performance. Journal of Operations Management, 28(3), 194–205. doi:10.1016/j.jom.2009.11.001
Naseem, M. M. (2008). An Evaluation of the Implementation of Total Quality Management (TQM) Within the Information and Communications Technology (ICT) Sector in Jordan. University of Huddersfield.
Nasierowski, W. (2000). Technology and quality improvements in Mexican companies: some international comparisons. Journal of Quality Management, 5(1), 119–137. doi:10.1016/S1084-8568(00)00016-X
Ngowi, A. B. (2000). Impact of culture on the application of TQM in the construction industry in Botswana. International Journal of Quality & Reliability Management, 17(4), 442–452.
Noronha, C. (2002). Chinese cultural values and total quality climate. Managing Service Quality, 12(4), 210–223. doi:10.1108/09604520210434820
Noronha, C. (2003). National culture and total quality management: empirical assessment of a theoretical model. The TQM Magazine, 15(5), 351–356. doi:10.1108/09544780310487758
Pagell, M., Katz, J. P., & Sheu, C. (2005). The importance of national culture in operations management research. International Journal of Operations & Production Management, 25(4), 371–394. doi:10.1108/01443570510585552
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Pheng, L. S., & Alfelor, W. M. (2000). Cross-cultural influences on quality management systems: two case studies. Work Study, 49(4), 134–145.
Philipsen, S., & Littrell, R. F. (2011). Manufacturing Quality and Cultural Values in China. Asia Pacific Journal of Business and Management, 2(2), 26–44.
Pun, K. F., & Jaggernath-furlonge, S. (2009). Exploring Culture Dimensions and Enablers in Quality Management Practices : Some Findings. Asian Journal on Quality, 10(2), 57 – 76.
Rao, S. S., Raghunathan, T. S., & Solis, L. E. (1997). A comparative study of quality practices and results in India, China and Mexico. Journal of Quality Management, 2(2), 235–250. doi:10.1016/S1084-8568(97)90005-5
Rho, B., & Yu, Y. (1998). A comparative study on the structural relationships of manufacturing practices , lead time and productivity in Japan and Korea. Journal of Operations Management, 16, 257–270.
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Rungtusanatham, M., Forza, C., Filippini, R., & Anderson, J. C. (1998). A replication study of a theory of quality management underlying the Deming management method: insights from an Italian context. Journal of Operations Management, 17(1), 77–95. doi:10.1016/S0272-6963(98)00032-1
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Shokshok, M. A., Rahman, N. A., & Wahab, D. A. (2011). Diagnosing Culture Variables to Enable Successful TQM Implamentation on Libyan Manufacturing Companies. World Applied Sciences Journal, 12(6), 903–911.
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Sousa-poza, A., Nystrom, H., & Wiebe, H. (2001). A cross-cultural study of the differing effects of corporate culture on TQM in three countries. International Journal of Quality & Reliability Management, 18(7), 744–761.
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Vecchi, A., & Brennan, L. (2011). Quality management: a cross-cultural perspective based on the GLOBE framework. International Journal of Operations & Production Management, 31(5), 527–553. doi:10.1108/01443571111126319
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APPENDIX – LIST OF ARTICLES
Title An international study of quality improvement approach and firm performance
Authors Adam, Everett E; Corbett, Lawrence M; Flores, Benito E; Harrison, Norma J; Lee, T S; Rho, Boo-ho; Ribera, Jaime; Samson, Danny; Westbrook, Roy
Journal International Journal of Operations & Production Management
Year 1997
Analysed regions Australia; New Zealand; Hong Kong; Korea; Taiwan; UK; Spain; USA; Mexico
Program TQM
Data Collection Survey
Method Qualitative; Quantitative
Does it find cultural influence? Yes
Title
Total Quality Management in Saudi Manufacturing Industry - A survey based implementation plan.
Authors Al-Sulimani, Tarik
Journal The Foruth Saudi Engineering Conference
Year 1995
Analyzed regions Saudi Arabia
Program TQM
Data Collection Survey
Method Qualitative; Quantitative
Does it find cultural influence? Yes
Title An empirical study of critical factors of TQM in Palestinian organizations.
Authors Baidoun, Samir
Journal Logistics Information Management
Year 2003
Analyzed regions Palestine
Program TQM
Data Collection Survey
Method Qualitative; Quantitative
Does it find cultural influence? Yes
Title
Some cultural / geographical styles in quality strategies and quality costs (P.R. China versus Australia)
Authors Barad, Miryam
Journal International Journal of Production Economics
Year 1995
Analyzed regions China; Australia
Program TQM
Data Collection Survey; Observation
Method Qualitative
Does it find cultural influence? Yes
Title
Volvo's Latin American style: Lean production in Swedish truck giant's Brazilian plants shows how to combine best practice and local culture
Authors Bond, Sandy; Chen, Hui; Nunes, Miguel Baptista; Zhou, Lihong; Peng, Guo Chao
Journal Strategic Direction
Year 2005
Analyzed regions Brazil
Program Lean production
Data Collection Case study
Method Qualitative
Does it find cultural influence? Yes
Title Cultural Implications of Implementing TQM in Poland
Authors Box, P O
Journal Journal of World Business
Year 1997
Analyzed regions Poland
Program TQM
Data Collection Case study
Method Qualitative
Does it find cultural influence? Yes
Title Critical success factors of Six Sigma implementations in Italian companies
Authors Brun, Alessandro
Journal International Journal of Production Economics
Year 2001
Analyzed regions Italy; USA
Program Six sigma
Data Collection Interview; Case study
Method Qualitative; Quantitative
Does it find cultural influence? No
Title The impact of country culture on the adoption of new forms of work organization
Authors Cagliano, Raffaella; Caniato, Federico; Golini, Ruggero; Longoni, Annachiara; Micelotta, Evelyn
Journal International Journal of Operations & Production Management
Year 2011
Analyzed regions Argentina; Australia; Belgium; Brazil; Canada; Denmark; Estonia; Germany; Hungary; Ireland; Italy; The Netherlands; New Zealand; Norway; Portugal; Sweden; Turkey; UK; USA; Venezuela
Program TQM
Data Collection Case study
Method Quantitative
Does it find cultural influence? Yes
Title
Perceptions and reality in quality and environmental management A research survey in China and Poland
Authors Craig, John H S; Lemon, Mark
Journal The TQM Journal
Year 2008
Analyzed regions China; Poland
Program TQM
Data Collection Survey; Interview; Observation
Method Qualitative; Quantitative
Does it find cultural influence? Yes
Title
Experiences of Mexican SME?s in the implementation of world class manufacturing
Authors Eligio Espinoza Méndez, M. C.
Journal Economics and Organization of Enterprise
Year 2008
Analyzed regions Mexico
Program WCM
Data Collection Literature; Case study
Method Qualitative
Does it find cultural influence? Yes
Title
Transferring a lean production concept from Germany to the United States: The impact of labor laws and training systems
Authors Friel, Daniel
Journal Academy of Management Executive
Year 2005
Analyzed regions USA; Germany
Program Lean production
Data Collection Case study; Interview; Observation
Method Qualitative
Does it find cultural influence? Yes
Title
The implementation of total quality management in Canada and Mexico : a case study
Authors Galperin, Bella L; Lituchy, Terri R
Journal International Business Review
Year 1999
Analyzed regions Canada; Mexico
Program TQM
Data Collection Interviews; Survey; Historical archives; Documents; Observation
Method Qualitative
Does it find cultural influence? Yes
Title
Fatores influenciadores do sucesso da adoção da produção enxuta: uma análise da indústria de três países de economia emergente
Authors Glaser-Segura, Daniel a.; Peinado, Jurandir; Graeml, Alexandre Reis
Journal Revista de Administração
Year 2011
Analyzed regions Argentina; Romania; Brazil
Program Lean production
Data Collection Survey
Method Qualitative; Quantitative
Does it find cultural influence? Yes
Title
A comparative study of quality management in Taiwan's and China's electronics industry
Authors Hopkins, Shirley a.; Nie, Winter; Hopkins, Willie E.
Journal International Journal of Quality & Reliability Management
Year 2004
Analyzed regions China; Taiwan
Program TQM
Data Collection Survey
Method Qualitative; Quantitative
Does it find cultural influence? Yes
Title TQM, Culture, and Performance in UAE Manufacturing Firms
Authors Jabnoun, Naceur
Journal Quality Management Journal
Year 2005
Analyzed regions United Arab Emirates
Program TQM
Data Collection Survey
Method Qualitative; Quantitative
Does it find cultural influence? Yes
Title
Using Quality Management for Cultural Transformation of Chinese State Enterprises: A Case Study
Authors Jenner, Richard A; Hebert, Len; Appell, Allen; Baack, Jane; Party, Communist; Jiang, Secretary
Journal Journal of Quality Management
Year 1998
Analyzed regions China
Program TQM
Data Collection Literature; Case study
Method Qualitative
Does it find cultural influence? Yes
Title TQM implementation and change management in an unfavorable environment
Authors Jones, Jefferey P.; Seraphim, Daniele
Journal Journal of Management Development
Year 2008
Analyzed regions United Arab Emirates
Program TQM
Data Collection Case study; Observation
Method Qualitative
Does it find cultural influence? Yes
Title
The effect of organizational culture stemming from national culture towards quality management deployment
Authors Jung, Joo; Su, Xuemei; Baeza, Miguel; Hong, Soonkwan
Journal The TQM Journal
Year 2008
Analyzed regions USA; Mexico; China
Program TQM
Data Collection Survey
Method Qualitative; Quantitative
Does it find cultural influence? Yes
Title
The Impact of Organizational Culture on the Implementation of TQM: Empirical Study in the Iranian Oil Company
Authors Karimi, Yadollah
Journal American Journal of Industrial and Business Management
Year 2012
Analyzed regions Iran
Program TQM
Data Collection Survey
Method Qualitative; Quantitative
Does it find cultural influence? Yes
Title Quality management effectiveness in Asia: The influence of culture
Authors Kull, Thomas J.; Wacker, John G.
Journal Journal of Operations Management
Year 2010
Analyzed regions China; South Korea; Taiwan
Program TQM
Data Collection Literature(GMRM; Survey)
Method Quantitative
Does it find cultural influence? Yes
Title Indian culture and the culture for TQM: a comparison
Authors Kumar, Madhu Ranjan; Sankaran, Shankar
Journal The TQM Magazine
Year 2007
Analyzed regions India
Program TQM
Data Collection Case study
Method Qualitative
Does it find cultural influence? Yes
Title Quality management in Europe: a cultural perspective
Authors Lagrosen, Stefan
Journal The TQM Magazine
Year 2002
Analyzed regions UK; Germany; France; Italy
Program TQM
Data Collection Interview; Observation
Method Qualitative
Does it find cultural influence? Yes
Title Exploring the impact of culture on quality management
Authors Lagrosen, Stefan
Journal International Journal of Quality & Reliability Management
Year 2003
Analyzed regions
Australia, Austria, Belgium, Canada, Chile, China, Colombia, Denmark, Finland, France, Germany, Italy, Kenya, Malaysia, Mexico, Netherlands, New Zealand, Norway, Peru, Singapore, South Africa, South Korea, Spain, Sweden, Switzerland, Taiwan, Turkey, the UK, the USA and Venezuela
Program TQM
Data Collection Suervey
Method Qualitative
Does it find cultural influence? Yes
Title Quality management and environment: exploring the connections
Authors Lagrosen, Stefan
Journal International Journal of Quality & Reliability Management
Year 2007
Analyzed regions Sweden
Program TQM
Data Collection Survey
Method Qualitative; Quantitative
Does it find cultural influence? Yes
Title
The revealing of an inherent oriental perception on TQM implementation in Hong Kong
Authors Lo, Victor H Y
Journal Management Research News
Year 1999
Analyzed regions China
Program TQM
Data Collection Survey
Method Qualitative
Does it find cultural influence? Yes
Title European quality management practices: The impact of national culture
Authors Mathews, Brian P.; Ueno, Akiko; Kekäle, Tauno; Repka, Mikko; Pereira, Zulema Lopes; Silva, Graça
Journal International Journal of Quality & Reliability Management
Year 2001
Analyzed regions UK; Portugal; Finland
Program TQM
Data Collection Survey
Method Qualitative; Quantitative
Does it find cultural influence? Yes
Title
The Role of Culture as Driver of Quality Management and Performance: Infrastructure Versus Core Quality Practices
Authors (Naor, Goldstein, Linderman, & Schroeder, 2008)
Journal Decision Sciences
Year 2008
Analyzed regions Japan; South Korea; USA; Germany; Finland; Sweden
Program TQM
Data Collection Survey; Interview; Observation
Method Qualitative; Quantitative
Does it find cultural influence? Yes
Title
The globalization of operations in Eastern and Western countries: Unpacking the relationship between national and organizational culture and its impact on manufacturing performance
Authors Naor, Michael; Goldstein, Susan M.; Linderman, Kevin W.; Schroeder, Roger G.
Journal Journal of Quality Management
Year 2010
Analyzed regions Japan; South Korea; USA; Germany; Finland; Sweden
Program Lean production
Data Collection Literature(GLOBE)
Method Quantitative
Does it find cultural influence? No
Title An Evaluation of the Implementation of Total Quality Management (TQM) Within the Information and Communications Technology (ICT) Sector in Jordan
Authors Naseem, M M
Journal Doctoral thesis, University of Huddersfield
Year 2008
Analyzed regions Joran
Program TQM
Data Collection Survey
Method Qualitative; Quantitative
Does it find cultural influence? Yes
Title
Technology and quality improvements in Mexican companies: some international comparisons
Authors Nasierowski, Wojciech
Journal Journal of Quality Management
Year 2000
Analyzed regions Mexico
Program TQM
Data Collection Literature
Method Qualitative; Quantitative
Does it find cultural influence? Yes
Title
Impact of culture on the application of TQM in the construction industry in Botswana
Authors Ngowi, A B
Journal International Journal of Quality & Reliability Management
Year 2000
Analyzed regions Botswana
Program TQM
Data Collection Survey
Method Qualitative
Does it find cultural influence? Yes
Title Chinese cultural values and total quality climate
Authors Noronha, Carlos
Journal Managing Service Quality
Year 2002
Analyzed regions China
Program TQM
Data Collection Survey; Observation
Method Qualitative; Quantitative
Does it find cultural influence? Yes
Title
National culture and total quality management: empirical assessment of a theoretical model
Authors Noronha, Carlos
Journal The TQM Magazine
Year 2003
Analyzed regions China; Taiwan
Program TQM
Data Collection Survey; Observation
Method Qualitative; Quantitative
Does it find cultural influence? Yes
Title
The importance of national culture in operations management research. International Journal of Operations & Production Management
Authors Pagell, Mark; Katz, Jeffrey P.; Sheu, Chwen
Journal International Journal of Operations & Production Management
Year 2005
Analyzed regions General
Program Lean production
Data Collection Literature
Method Qualitative; Quantitative
Does it find cultural influence? Yes
Title Total quality management and reconceptualising management in Africa
Authors Perry, Chad
Journal International Business Review
Year 1997
Analyzed regions Africa
Program TQM
Data Collection Literature
Method Qualitative
Does it find cultural influence? Yes
Title Cross-cultural influences on quality management systems: two case studies
Authors Pheng, Low Sui; Alfelor, Winifredo M
Journal Work Study
Year 2000
Analyzed regions Philippines; Singapore
Program TQM
Data Collection Case study
Method Qualitative
Does it find cultural influence? Yes
Title Manufacturing Quality and Cultural Values in China
Authors Philipsen, Sanne; Littrell, Romie Frederick
Journal Asia Pacific Journal of Business and Management
Year 2011
Analyzed regions China
Program Lean Six Sigma
Data Collection Literature
Method Qualitative
Does it find cultural influence? Yes
Title
Exploring Culture Dimensions and Enablers in Quality Management Practices : Some Findings
Authors Pun, Kit Fai; Jaggernath-furlonge, Surujdaye
Journal Asian Journal on Quality
Year 2009
Analyzed regions General
Program TQM
Data Collection Literature
Method Qualitative
Does it find cultural influence? Yes
Title A comparative study of quality practices and results in India, China and Mexico
Authors Rao, S.Subba; Raghunathan, T.S.; Solis, Luis E.
Journal Journal of Quality Management
Year 1997
Analyzed regions India; China; Mexico
Program TQM
Data Collection Survey
Method Qualitative; Quantitative
Does it find cultural influence? No
Title
A comparative study on the structural relationships of manufacturing practices , lead time and productivity in Japan and Korea
Authors Rho, Boo-ho; Yu, Yung-mok
Journal Journal of Operations Management
Year 1998
Analyzed regions Japan; South Korea
Program Lean production
Data Collection Survey
Method Quantitative
Does it find cultural influence? Yes
Title
A replication study of a theory of quality management underlying the Deming management method: insights from an Italian context
Authors Rungtusanatham, Manus; Forza, Cipriano; Filippini, Roberto; Anderson, John C
Journal Journal of Operations Management
Year 1998
Analyzed regions Italy; USA
Program TQM
Data Collection Literature; Survey
Method Qualitative; Quantitative
Does it find cultural influence? Yes
Title
The implementation of world class manufacturing techniques in Egyptian manufacturing firms: An empirical study
Authors Salaheldin, Salaheldin Ismail; Eid, Riyad
Journal Industrial Management & Data Systems
Year 2007
Analyzed regions Egypt
Program WCM
Data Collection Survey
Method Quantitative
Does it find cultural influence? Yes
Title
The effects of management controls and national culture on manufacturing performance: an experimental investigation
Authors Shields, Michael D
Journal Accounting Organizations and Society
Year 1991
Analyzed regions USA; Singapore
Program Lean production
Data Collection Survey
Method Qualitative; Quantitative
Does it find cultural influence? No
Title
Diagnosing Culture Variables to Enable Successful TQM Implementation on Libyan Manufacturing Companies
Authors Shokshok, Mostafa A.; Rahman, Nizam Ab; Wahab, Dzuraidah Abd
Journal World Applied Sciences Journal
Year 2011
Analyzed regions Libya
Program TQM
Data Collection Survey
Method Qualitative; Quantitative
Does it find cultural influence? Yes
Title
Critical success factors in Six Sigma implementation ? A case study of MNCs in Malaysia
Authors Sivakumar, S.; Muthusamy, K.
Journal IEEE International Conference on Quality and Reliability
Year 2011
Analyzed regions Malaysia
Program Six sigma
Data Collection Survey
Method Qualitative; Quantitative
Does it find cultural influence? Yes
Title
A regional study of quality management infrastructure practices in USA and Mexico
Authors Solis, Luis E.; Raghu-Nathan, T.S.; Rao, S. Subba
Journal International Journal of Quality & Reliability Management
Year 2000
Analyzed regions USA; Mexico
Program TQM
Data Collection Survey
Method Qualitative; Quantitative
Does it find cultural influence? Yes
Title
A cross-cultural study of the differing effects of corporate culture on TQM in three countries
Authors Sousa-poza, Andres; Nystrom, Halvard; Wiebe, Henry
Journal International Journal of Quality & Reliability Management
Year 2001
Analyzed regions USA; Switzerland; South Africa
Program TQM
Data Collection Survey
Method Quantitative
Does it find cultural influence? Yes
Title
A review of total quality management in practice: understanding the fundamentals through examples of best practice applications
Authors Thiagarajan, T; Zairi, M
Journal The TQM Magazine
Year 1997
Analyzed regions General
Program TQM
Data Collection Literature
Method Qualitative
Does it find cultural influence? Yes
Title
Quality management: a cross-cultural perspective based on the GLOBE framework
Authors Vecchi, Alessandra; Brennan, Louis
Journal International Journal of Operations & Production Management
Year 2011
Analyzed regions 21 countries (GLOBE framework)
Program TQM
Data Collection Literature(GLOBE)
Method Qualitative; Quantitative
Does it find cultural influence? Yes
Title
The impact of national and parent company origin on world-class manufacturing Findings from Britain and Germany
Authors Voss, Chris; Blackmon, Kate
Journal International Journal of Operations & Production Management
Year 1996
Analyzed regions Germany; UK
Program Lean production
Data Collection Interview; Observation
Method Quantitative
Does it find cultural influence? Yes
