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Cross‐cultural influences on quality management systems: two case studies

Low Sui Pheng (Low Sui Pheng is an Associate Professor at the School of Building and Real Estate, National University of Singapore, Singapore.)
Winifredo M. Alfelor (Winifredo M. Alfelor is a Graduate Student at the School of Building and Real Estate, National University of Singapore, Singapore.)

Work Study

ISSN: 0043-8022

Article publication date: 1 July 2000

Abstract

An emphasis on the technical requirements of ISO 9000 by quality managers is a common occurrence in the construction industry. This is particularly so when construction firms first introduce quality management into their organizations. There is now, however, a recognition that to be effective, quality managers should address both the technical and non‐technical (or behavioural) issues. There is then a premise that everyone within an organization shares a common cultural platform. This premise is, however, untenable in international construction projects where people from diverse cultural background and nationalities work together. This paper suggests that cross‐cultural influences can significantly influence quality management in international construction projects. Using two case studies, it explains regional cultural influences and suggests ways of minimising their adverse effects on quality management.

Keywords

Citation

Sui Pheng, L. and Alfelor, W.M. (2000), "Cross‐cultural influences on quality management systems: two case studies", Work Study, Vol. 49 No. 4, pp. 134-145. https://doi.org/10.1108/00438020010330448

Publisher

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MCB UP Ltd

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