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Quality management: a cross-cultural perspective

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Document Information: Title: Quality management: a cross-cultural perspective
Author(s): Alessandra Vecchi, (School of Business, Trinity College, Dublin, Ireland), Louis Brennan, (School of Business, Trinity College, Dublin, Ireland)
Citation: Alessandra Vecchi, Louis Brennan, (2009) "Quality management: a cross-cultural perspective", Cross Cultural Management: An International Journal, Vol. 16 Iss: 2, pp.149 - 164
Keywords: Cross-cultural studies, Culture, Quality management, Strategic manufacturing
Article type: Research paper
DOI: 10.1108/13527600910953900 (Permanent URL)
Publisher: Emerald Group Publishing Limited
Abstract:
Purpose – The 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/approach – Data 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.

Findings – From 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 implications – The paper contributes to the validation of the

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