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Total quality management principles and practices in China

Jin‐Hai Li (International Business School of Nankai University, Tianjin, People's Republic of China)
Alistair R. Anderson (Charles P. Skene Centre for Entrepreneurship, Aberdeen Business School, Robert Gordon University, Aberdeen, UK)
Richard T. Harrison (School of Management, University of Edinburgh, Edinburgh, UK)

International Journal of Quality & Reliability Management

ISSN: 0265-671X

Article publication date: 1 December 2003



Considers the role and practices of total quality management in China. After a brief overview, considers the evolution of quality practices and the links to economic reform in China. From the quality literature, develops a measuring instrument to assess the extent and pervasion of quality practices in China. Then applies this instrument to 428 Northern Chinese companies representing different forms of ownership. Finds that the implementation of quality was highly variable. In general, joint venture companies scored highly in quality practices, in contrast, state owned enterprises scored poorly. Privately owned companies also scored well in some aspects of quality implementation. Concludes that the poor quality performance of state owned companies can be attributed to the attitudes and structures created during the period of the command economy.



Li, J., Anderson, A.R. and Harrison, R.T. (2003), "Total quality management principles and practices in China", International Journal of Quality & Reliability Management, Vol. 20 No. 9, pp. 1026-1050.




Copyright © 2003, MCB UP Limited

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