The effect of organizational culture stemming from national culture towards quality management deployment

Abstract

Purpose -As a multinational corporation (MNC) implements a new innovation campaign at its worldwide operations, varying degrees of success stories are reported. The extent of how an innovation campaign and methodology can be transferred from its corporate office to its overseas operations has been the subject of considerable debate. Implementing an innovation methodology such as the total quality management (TQM) can be challenged by the organizational culture unique to each operation. The purpose of this paper is to investigate the relationship between organizational culture stemming from national culture and TQM implementation performance. Design/methodology/approach -In total, 186 managers of MNCs are surveyed in their cultural orientations and TQM implementation experiences. The survey result is analyzed by regressing cultural elements on TQM elements. Findings -Our result suggests that an organization's TQM practices are significantly influenced by the organization culture. However, each dimension of organization culture is related to TQM in different fashions. For instance, power distance influences all the TQM elements, but masculinity has positive impact on business performance of TQM practice only. Research limitation/implications -Our findings may assist MNCs in explaining varying success stories of quality management implementation efforts. Furthermore, MNCs can focus their efforts towards improving certain organizational culture that is more significantly related to a certain quality management element. Originality/value -No previous research has reported on how organizational culture stemming from national culture affects quality management methodology implementation.

The Impact of Knowledge Sharing on the Relationship between Organizational Culture and Job Satisfaction: the Perception of Information Communication and Technology (ICT) Practitioners in Hong Kong

“…National shared culture could be treated as a pragmatic alternative to analysis at an individual level was supported by Harrison (1994) who argued that even though organizational culture may differ according to the structure, power, role and management style of companies, the set of regional cultures dimensions is nevertheless valid for most organizations. General support for the model has come from Jung et al (2008), Smith (2002), Dastmalchian, Lee and Ng (2000), Tata and Prasad (1998) and Adler (1997), while Rikowski (2007) affirmed that Hofstede"s work on cultural theories is applicable to knowledge management. All things considered, Hofstede"s (1980) four component model for measuring organizational culture is clearly the most relevant approach for the purpose of evaluating cultural differences and was therefore adopted for this research.…”

“…Various studies suggested that organizational culture is highly influenced by the national culture of the place in which the organization is located (Jung, Su, Baeza, and Hong, 2008;Lindholm, 2000). Based on an analysis of 88,000 IBM employees in 66 countries, Hofstede (1980) proposed a four component model for measuring organizational culture.…”

Organizational Culture and Quality Management Practices in the Hospital Sector

“…The relevance of organizational culture in quality management is widely supported by research (Klein et al 1995;Chang and Wiebe 1996;Mallack et al 1997;Zeitz et al 1997;Tata and Prasad 1998;Davies et al 2000;Detert et al 2000 andHuq and Martin 2000;Pool 2000;Sousa-Poza et al 2001;Maull et al 2001;Sureshchandar et al 2001;Prasad and Tata 2003;Ambroz 2004;Prajogo and McDermott 2005;Jung et al 2008). Maull et al (2001) have developed a model that allows an organizational culture assessment, as a primary task before the implementation of a QMS.…”

Internacionalização de empresas: perspectivas teóricas e agenda de pesquisa

“…No que diz respeito à amostra de artigos brasileiros (44 artigos), a distribuição da produção encontra-se concentrada nas Revistas Eletrônica de Administração (READ) e de Administração de Empresas (RAE), seguida da Revista de Administração Contemporânea (RAC), conforme se observa na Tabela 1. Fonte: Elaborada pelos autores deste artigo Na perspectiva econômica, preponderaram abordagens dos aspectos transacionais e mercadológicos de investimentos diretos no exterior (IDE), feitos por empresas ou por instituições financeiras (AMARAL; COUTINHO, 2010;GARCIA, 2005;GUEDES;, bem como o estudo da internacionalização de empresas a partir da visão baseada em recursos (RBV) (CUERVO-CAZURRA; MALONEY; MANRAKHAN, 2007;KYLÄHEIKO et al, 2011;SINGH, 2009;HE;WEI, 2011) Na perspectiva cultural, identificam-se discussões sobre a influência da cultura nacional em vários campos, a saber: nas práticas organizacionais/de gestão (LUCIAN; BARBOSA, 2007;IJOSE, 2010;HSIEH;TSAI, 2009;JUNG;SU, 2008;LI;HARRISON, 2008;FAULCONBRIDGE, 2008), na escolha da estratégia de internacionalização (ARMAGAN; FERREIRA, 2005), nos processos de internacionalização (CALZA; ALIANE; CANNAVALE, 2010), entre outros. Há, ainda, estudos sobre a gestão transcultural em empreendimentos internacionalizados (JING; BING, 2010) e sobre a influência da cultura na educação corporativa internacional voltada para a área de negócios.…”

“…Embora Pagel, Katz e Sheu (2005) refiram-se à influência de culturas regionais na tomada de decisão em processos de internacionalização, a partir deste estudo pode-se inferir que a consideração da cultura regional como fator condicionante dos processos de expansão geográfica da organização -nacional ou internacionalmente -aindanão possui lugar de destaque. Observou-se que a ótica cultural limita-se, bem mais, à consideração das dimensões culturais nacionais, usualmente as que são desenvolvidas por Hofstede (HSIEH;TSAI, 2009;IJOSE, 2010;JUNG;SU, 2008;LI;HARRISON, 2008;LUCAS, 2006, entre outros). Outrossim, Jing e Bing (2010, p. 54), em um ensaio, argumentam que a consciência sobre as possíveis dificuldades advindas do conflito entre culturas em um processo de internacionalizaçãoimplica a possibilidade de elaboração e implementação de "estratégias de gestão transculturais.…”