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Does the Suitability of National Culture Matters in the Adoption of Six Sigma?

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  • Ahsan Qamar
  • Ahmad Jusoh
  • Halimah Idris

Abstract

The concept and methodology of Six Sigma was developed by the American companies within the local culture of America. Therefore it is grounded on the standards, ethics and behaviours represented by America. The present study proposes that implementing Six Sigma in other countries with different cultures, norms and behaviours may have adjustment problems, as the required culture, values and behaviours for Six Sigma do not match with the local cultures of countries. A conceptual model is proposed which would utilize the Hofstede’s cultural dimensions to determine the effect of national culture at each phase of Six Sigma process.

Suggested Citation

  • Ahsan Qamar & Ahmad Jusoh & Halimah Idris, 2013. "Does the Suitability of National Culture Matters in the Adoption of Six Sigma?," Information Management and Business Review, AMH International, vol. 5(2), pages 92-98.
    • Handle: RePEc:rnd:arimbr:v:5:y:2013:i:2:p:92-98
    DOI: 10.22610/imbr.v5i2.1031
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    References listed on IDEAS

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    1. Karen L Newman & Stanley D Nollen, 1996. "Culture and Congruence: The Fit Between Management Practices and national Culture," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 27(4), pages 753-779, December.
    2. Geert Hofstede, 1994. "Management Scientists Are Human," Management Science, INFORMS, vol. 40(1), pages 4-13, January.
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