Organizational culture and total quality management practices in Indian construction industry

Purpose - The purpose of this paper is to establish the relationship between organizational culture (OC) and total quality management (TQM) practices in the Indian construction industry. Design/methodology/approach - A questionnaire survey was conducted to draw valid empirical data from 200 construction firms in India. The dominant culture was identified using cluster analysis. Findings - The findings of cluster analysis show four emergent clusters, namely, internal, flexible, comprehensive and control. The OC profile of the Indian construction organizations is dominated by internal focus characterized by the features of both group and hierarchical cultures of Competing Values Framework (CVF). Furthermore, the results revealed that the comprehensive focus culture is the most suitable culture in addition to the internal and flexibility focus cultures for the implementation of TQM in India. Practical implications - Before implementing the TQM practices, managers in construction organizations need to be aware of cultural orientation emphasized in their organizations to facilitate the effective implementation of TQM. Originality/value - This paper contributes to the existing literature by providing empirical evidence that leads to the association between OC and TQM practices. The study proposes besides the internal and flexibility focus cultures, the comprehensive focus culture within the Indian construction industry are key drivers for the successful implementation of TQM practices.