The effect of cultural differences in the adoption of TQM practices in Mexico and the United States /
The present study strives to contribute to the development of theory in TQM with emphasis in cross-cultural research. The study uses a multiple-case study method to explore how differences in four cultural dimensions condition the adoption of TQM practices in three Mexican and three American manufac...
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| Format: | Thesis Book |
| Language: | English |
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[Place of publication not identified] :
[publisher not identified] ;
1998.
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| Online Access: | http://proxy.library.tamu.edu/login?url=http://proquest.umi.com/pqdweb?did=732816651&sid=1&Fmt=2&clientId=2945&RQT=309&VName=PQD |
| Summary: | The present study strives to contribute to the development of theory in TQM with emphasis in cross-cultural research. The study uses a multiple-case study method to explore how differences in four cultural dimensions condition the adoption of TQM practices in three Mexican and three American manufacturing plants. At the same time, relationship between TQM implementation and business performance. At each plant, quantitative and qualitative information was collected via questionnaires and interviews. Data collection focused on (a) four cultural dimensions: power distance, uncertainty avoidance, individualism-collectivism, and time orientation, and (b) ten key the study explores the dimensions of TQM suggested in the literature. Results showed that considerable variation in The present study strives to contribute in terms of cultural dimensions exists among the six organizations included in this study. These findings illustrate the influence of cultural heterogeneity in organizations within the same country. These results extend the theoretical framework suggested by Hofstede, where entire countries were described in terms of a single cultural profile. Several hypotheses relating cultural dimensions and TQM practices were suggested. Collected evidence supported the hypothesis that implementation of empowerment practices is supported in low power distance organizations. Similarly, it was found that teamwork practices are favored in low individualistic organizations. By contrast, no evidence was found regarding the effect of uncertainty avoidance and time orientation on TQM practices. Regarding the effect of TQM implementation on business performance, several hypotheses were suggested. It was found that TQM implementation has a direct impact on operational performance and product quality. By contrast, the impact of TQM on the firm's financial performance is not as direct. Results suggest that financial performance is a function of several factors in addition to quality. Some of these factors are internal to the firm, while others may be associated to external sources. By implementing TQM, a firm may reduce costs and make improvements in product quality, and in the quality of the services provided to customers. The firm may then establish a business strategy to manage product, price, and quality of services to gain or maintain a competitive advantage over its competitors. |
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| Item Description: | Vita. |
| Physical Description: | x, 189 leaves : illustrations ; 28 cm. Issued also on microfiche from University Microfilm Inc. |
| Bibliography: | Includes bibliographical references: pages 140-146. |