A cross‐cultural study of the differing effects of corporate culture on TQM in three countries

Abstract

Explores the impact of cross-cultural differences on the facilitating effects of corporate culture on the implementation of total quality management (TQM). Measures corporate culture using the competing values model pioneered by Quinn and Rohrbaugh. Measures implementation levels of TQM using a questionnaire developed at the University of Missouri-Rolla by Wu. Applies these measures to 133 manufacturing companies in the USA, Switzerland and South Africa to investigate the relationship between corporate cultures and the implementation of TQM. Using canonical correlation analysis on the two variable sets (corporate culture and TQM), identifies the relationships between corporate culture and TQM for each region. The results show that, in each region, several distinct relationships between the dimensions of TQM implementation and corporate culture exist. Also determines that the relationships differ between the regions, implying that the application of TQM should take into account ethnological cultures. Makes conclusions and recommendations for management action. Summary of practical valueAs global competition and mergers force organizations to expand geographically across national and cultural boundaries, there is a greater need to integrate organizations with different ethnological cultures. Since a significant competitive advantage can be gained by organizations that can effectively motivate and influence the behavior of their people, it is important to understand the ethnological impact on the successful implementation of change programs such as total quality management (TQM). This article clarifies the impact of corporate culture on TQM implementation in an international context. It provides specific insights into the impact of ethnological differences on the implementation of TQM in the USA, Switzerland and South Africa. The article provides additional insights on the effectiveness of corporate TQM implementation policies as a function of their flexibility to deal with diversity within the national or international workforce. It also provides direction for managers developing policies to establish change programs such as TQM in other areas of the world.

Organizational culture and coopetition: An exploratory study of the features, models and role in the Polish Aviation Industry

“…The questionnaire consisted of 8 items developed by the researchers based on literature and measurement tools used in previous research e.g. by Howard (1998);Sousa-Poza et al (2001), or Naranjo-Valencia et al (2010. First, flexible structure described by the level of flexibility (including adaptability, rate of reaction), and discretion (including dynamism).…”

Ipsative measurement and the analysis of organizational values: an alternative approach for data analysis

“…The CVM model and associated OCAI instrument have been widely used for assessing and profiling organizational cultures in a variety of organizations (Quinn and Cameron 1983;Cameron and Quinn 1999, 2006, 2011Cameron 2004): for instance, health care (Kalliath et al 1999); veterans health administration (Helfrich et al 2007); construction firms (OneyYazic et al 2006); libraries (Kaarst-Brown et al 2004;Stanton 2004;Varner 1996), schools and universities (Cameron 1978;Zammuto and Krakower 1991;Berrio 2003;Kwam and Walker 2004); manufacturing companies (Zammuto and O'Connor 1992;Sousa-Poza et al 2001;Braunscheidel et al 2010); courier express delivery (Chan 1997); engineering and project management services (Igo and Skitmore 2006); civil engineering division of a Ministry (Schepers and Berg 2007); and public utility/administration organizations (Quinn and Spreitzer 1991;Talbot 2008). …”

“…The CVM model and associated OCAI instrument have been applied in different countries, including the USA (Cameron and Quinn 1999, 2006, 2011Howard 1998;Sousa-Poza et al 2001;Oney-Yazic et al 2006;Helfrich et al 2007;Braunscheidel et al 2010 The advantages of the CVF were summarized by Yu and Wu (2009, p. 40) as follows: "few dimensions but broad implications (…), empirically validated in cross-cultural research (…), most extensively applied in the context of China (…), most succinct (…)." According to Cameron (2009, p. 2): "The robustness of the framework is one of its greatest strengths.…”

Uma abordagem adaptativa de intervenção para mudança organizacional

“…Nenhuma estratégia de implementação padrão ou cultura organizacional ideal pode ser recomendada para aplicações de nível global. Estes aspectos variam de país para país e de organização para organização, o que de alguma forma, podem ajudar a explicar, por exemplo, algumas das dificuldades encontradas pelas organizações para implantar a Gestão pela Qualidade Total (GQT) em nível mundial (SOUSA-POZA et al, 2001), e o modelo de excelência do PNQ em nível nacional (OBADIA, 2004). Figura 2.…”