National culture and organizational culture impact how continuous improvement methods are received, implemented and deployed by suppliers. Previous research emphasized the dominance of national culture over organizational culture. The countries studied included Poland, Mexico, China, Taiwan, South Korea, Estonia, India, Canada, the United States, the United Kingdom, and Japan. The research found that Canada was most receptive to continuous improvement, with China being the least receptive. The study found that organizational culture was more influential than national culture. Isomorphism and benchmarking is driving continuous-improvement language and methods to be more universally known within business. Business and management practices are taking precedence in driving change within organizations.
|School:||The National Graduate School of Quality Management|
|Department:||Quality Systems Management|
|School Location:||United States -- Massachusetts|
|Source:||DAI-A 74/11(E), Dissertation Abstracts International|
|Subjects:||Cultural anthropology, Organizational behavior, Energy|
|Keywords:||Continuous improvement, Cultural differences, Lean, Manufacturing, Quality|
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