Chinese Culture, Organizational Behavior, and International Business Management

By Ilan Alon | Go to book overview

14

The Effects of Firm Ownership and Culture on Total Quality Management in China

Alistair R. Anderson, Jin-Hai Li, and Richard Harrison

INTRODUCTION

This chapter explores the relationship between the different forms of ownership of Chinese firms and the implementation of Total Quality Management (TQM). Because some of the literature suggests there is a unique traditional Chinese culture that acts as an impediment to the modernization of management, looking at patterns of change across different contexts of ownership should provide some indication of the “stickiness” of culture. The implementation of TQM is a useful measure of attitudes to change because it involves a radical shift from traditional management philosophy. Pun (2001) suggests that TQM is revolutionary and involves a fundamental, organization-wide change in the way business is conducted. It makes customers a priority and relentlessly pursues improvement. We consider four categories of firm ownership: state-owned enterprises (SOEs), collec-

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