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Analyzing the effectiveness of quality management practices in China


  • Wu, Sarah Jinhui
  • Zhang, Dongli


This study examines the effectiveness of different quality management practices in firms operating in China. Following March's framework, quality management practices are organized by two orientations—exploration vs. exploitation. We investigate whether exploitative-oriented quality practices are more effective than exploratory-oriented quality practices or vice versa in China. Data were collected from quality managers of companies located in seven areas in China. Structural equation models were used to assess the effectiveness of explorative quality practices and exploitative quality practices on multiple performance dimensions. Overall, exploratory-oriented practices contribute more towards most of performance goals than exploitative-oriented practices. We further explain the research findings from the national culture perspective in the sense that the current Chinese national culture profile is dramatically different from the traditional wisdom, particularly in power distance. The results provide an insightful guideline for quality managers to allocate scarce resources to make quality practices more effective in operations sites in China. It offers a new focus of launching quality management practices in a specific cultural environment.

Suggested Citation

  • Wu, Sarah Jinhui & Zhang, Dongli, 2013. "Analyzing the effectiveness of quality management practices in China," International Journal of Production Economics, Elsevier, vol. 144(1), pages 281-289.
  • Handle: RePEc:eee:proeco:v:144:y:2013:i:1:p:281-289
    DOI: 10.1016/j.ijpe.2013.02.015

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    References listed on IDEAS

    1. Oded Shenkar & Mary Ann von Glinow, 1994. "Paradoxes of Organizational Theory and Research: Using the Case of China to Illustrate National Contingency," Management Science, INFORMS, vol. 40(1), pages 56-71, January.
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    3. Yang, S.F. & Rahim, M.A., 2005. "Economic statistical process control for multivariate quality characteristics under Weibull shock model," International Journal of Production Economics, Elsevier, vol. 98(2), pages 215-226, November.
    4. Lane Kelley & Arthur Whatley & Reginald Worthley, 1987. "Assessing the Effects of Culture on Managerial Attitudes: A Three-Culture Test," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 18(2), pages 17-31, June.
    5. N. Venkatraman, 1989. "Strategic Orientation of Business Enterprises: The Construct, Dimensionality, and Measurement," Management Science, INFORMS, vol. 35(8), pages 942-962, August.
    6. Tari, Juan Jose & Sabater, Vicente, 2004. "Quality tools and techniques: Are they necessary for quality management?," International Journal of Production Economics, Elsevier, vol. 92(3), pages 267-280, December.
    7. K. Jöreskog, 1971. "Statistical analysis of sets of congeneric tests," Psychometrika, Springer;The Psychometric Society, vol. 36(2), pages 109-133, June.
    8. Vijay Sethi & William R. King, 1994. "Development of Measures to Assess the Extent to Which an Information Technology Application Provides Competitive Advantage," Management Science, INFORMS, vol. 40(12), pages 1601-1627, December.
    9. Anderson, Ronald D. & Jerman, Roger E. & Crum, Michael R., 1998. "Quality management influences on logistics performance," Transportation Research Part E: Logistics and Transportation Review, Elsevier, vol. 34(2), pages 137-148, June.
    10. Geert Hofstede, 1994. "Management Scientists Are Human," Management Science, INFORMS, vol. 40(1), pages 4-13, January.
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    Cited by:

    1. Escrig, Ana B. & de Menezes, Lilian M., 2015. "What characterizes leading companies within business excellence models? An analysis of “EFQM Recognized for Excellence” recipients in Spain," International Journal of Production Economics, Elsevier, vol. 169(C), pages 362-375.
    2. repec:eee:proeco:v:199:y:2018:i:c:p:125-137 is not listed on IDEAS


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