Title: National culture, organisational culture, total quality management implementation, and performance: an empirical investigation
Authors: R.Z. Abdul Aziz; Hiroshi Morita
Addresses: Department of Information and Physical Sciences, Graduate School of Information Science and Technology, Osaka University, 2-1 Yamada-oka, Suita, Osaka 565-0871, Japan ' Department of Information and Physical Sciences, Graduate School of Information Science and Technology, Osaka University, 2-1 Yamada-oka, Suita, Osaka 565-0871, Japan
Abstract: National and organisational cultures can affect the degree of success of total quality management (TQM) implementation and organisational performance; therefore, it is important to further study their effects on Indonesian companies. We studied several Indonesian companies that have implemented TQM or ISO systems, and 129 questionnaires were answered by employees at the senior executive, general manager, quality manager, and managerial levels. Results suggest that a relationship exists between national and organisational cultures, and that they influence TQM implementation and performance. While there was no significant cultural difference between the companies, the implementation and organisational performance differed significantly. Thus, this study provides important practical knowledge for Indonesian practitioners and academics to better understand the TQM implementation process.
Keywords: national culture; organisational culture; organisational performance; total quality management; TQM implementation; Indonesia; firm performance; cultural differences.
International Journal of Productivity and Quality Management, 2016 Vol.19 No.2, pp.139 - 159
Available online: 24 Aug 2016 *Full-text access for editors Access for subscribers Purchase this article Comment on this article