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The impact of quality culture on quality management practices and performance in Chinese manufacturing firms

Sarah J. Wu (Gabelli School of Business, Fordham University, Bronx, New York, USA)

International Journal of Quality & Reliability Management

ISSN: 0265-671X

Article publication date: 7 September 2015

2171

Abstract

Purpose

One of the commonly cited problems in the implementation of quality practices is related to cultural resistance to change. While the importance of organizational culture to quality management (QM) practices has been recognized in the recent literature, little is known about how quality culture influences quality performance. The purpose of this paper is to examine the mechanism of how the nurture of quality culture in a firm influences quality performance.

Design/methodology/approach

This study empirically assesses the path from quality culture to infrastructure practices, core practices, and finally to quality performance using data collected from 397 Chinese manufacturing firms in a structural equitation model.

Findings

The results indicate a chain effect that quality culture serves as an antecedent for infrastructure practices to take effect and infrastructure practices provide a supporting foundation for core practices to generate positive impact on quality performance. Anything that breaks on the chain will cause a problem in quality practices implementation.

Originality/value

The results of this study contribute to understanding the cultural implications for successful QM implementation. The study emphasizes that quality implementation needs to be considered as a system work where culture is an indispensible part. This offers practical insights of how firms operating in China could build quality advantages other than cost.

Keywords

Citation

Wu, S.J. (2015), "The impact of quality culture on quality management practices and performance in Chinese manufacturing firms", International Journal of Quality & Reliability Management, Vol. 32 No. 8, pp. 799-814. https://doi.org/10.1108/IJQRM-12-2013-0199

Publisher

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Emerald Group Publishing Limited

Copyright © 2015, Emerald Group Publishing Limited

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