Dissertation/Thesis Abstract

An action research study; cultural differences impact how manufacturing organizations receive continuous improvement
by Kattman, Braden R., D.B.A., The National Graduate School of Quality Management, 2012, 193; 3572505
Abstract (Summary)

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.

Indexing (document details)
Advisor: Braga, David
Commitee: Guilette, Raymond
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
Publication Number: 3572505
ISBN: 978-1-303-31431-5
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