Quality management: a cross‐cultural perspective

Abstract

PurposeThe aim of this paper is to present the results of a survey administered across 23 countries that examines quality priorities, practices and performance by adopting Hofstede's national cultural framework. The purpose of this study is to test the validity of the “culture‐specific” argument as an explanatory construct for explaining quality management.Design/methodology/approachData were collected in 2006 as part of the IV iteration of the International Manufacturing Strategy Survey. The methodology involved the use of a self‐administered questionnaire to director/head of operations/manufacturing in best practice firms within the sector of firms classified by ISIC codes (rev.3.1) Divisions 28‐35.FindingsFrom the findings it emerges that whereas differences in priorities can be affected by masculinity and uncertainty avoidance to a very small degree, all the four dimensions of culture significantly affect quality practice and three of the four dimensions affect performance to a greater extent.Practical implicationsThe paper contributes to the validation of the “culture‐specific” hypothesis in relation to quality management by addressing its managerial implications. In particular it calls for a fuller appreciation of cultural dimensions which will in turn help firms to better align their quality practices towards the attainment of improved quality performance.Originality/valueWhereas the traditional literature on quality practices in its attempt to explain existing differences across countries addresses the issue of convergence or divergence of quality practices across countries, this paper analyses similarities and differences by comparing quality priorities, practices and performance across Hofstede's four cultural dimensions. The paper also proposes an original interpretative framework where variations in both quality practices and performance can be explained by some identifiable mechanisms either of “better fit” or “compensation”.

What characterizes leading companies within business excellence models? An analysis of “EFQM Recognized for Excellence” recipients in Spain

“…Mathews et al 2001;Vecchi and Brennan, 2009), based on which it could be argued that the Spanish business culture might be linked to the consistent way that the EFQM is adopted in Spain. In this vein and inspired by Mathews et al (2001), one may reason that the strong uncertainty avoidance dimension of the Spanish national culture could explain why organizations adopt the EFQM as a unique model: by interpreting criteria as rules (or established codes of behavior) that should be followed, they may be trying to minimize the risk of failure.…”

The impact of quality management orientation on maintenance performance

“…The increased complexity of today's business environment and heightened international competition make it necessary for organizations to improve quality performance by aligning their quality practices in their attempt to capitalise on all possible traditional and non-traditional sources of competitive advantage (Vecchi and Brennan 2009).…”

Managing Quality in Cross-cultural Settings

“…In terms of national cultural models, most previous studies refer to Hofstede's dimensions (e.g. Mathews et al, 2001;Lagrosen, 2002;Flynn and Saladin, 2006;Jung et al, 2008;Vecchi and Brennan, 2009). The studies do not fully agree about which of Hofstede's cultural dimensions has the greatest influence on QM, but they make it clear that power distance and uncertainty avoidance play significant roles in the differences between QM perception and practices (Mathews et al, 2001).…”

“…At the national level, many studies have shown that national culture affects the perceptions of QM values, and the use of QM techniques and tools (e.g. Mathews et al, 2001;Flynn and Saladin, 2006;Vecchi and Brennan, 2009). Mathews et al (2001) studied the motivation for QM adoption, the use of QM techniques and tools, and the results of QM in the UK, Finland and Portugal.…”

“…Previous research has shown that QM is related to national culture (Chevrier, 2009). There are distinct patterns in how certain quality practices are adopted in certain countries, and different aspects of national culture facilitate or inhibit the outcomes of QM implementation (Vecchi and Brennan, 2009;Vecchi and Brennan, 2011). In addition, many studies have indicated that organizations need to align their organizational culture with their QM values in order to succeed in managing quality (Dean and Bowen, 1994;Powell, 1995;Mak, 1999;Mohammad Mosadegh Rad, 2006;Barouch and Kleinhans, 2015).…”