An Analysis Of The Impact Of Chinese Culture On Quality Management In Light Of The Chinese Value Survey

Quality management by Six Sigma has become increasingly popular in China, where the typical management practices are substantially different from those in the US, the original location of Six Sigma. Research on the relationship between Chinese culture and quality management by Six Sigma in Greater China regions is limited. The Six Sigma methodology has been a most popular management methodology employed first in manufacturing industry and then extended to different industries in the Western world in the last three decades. This specific system of quality management has been adopted in China, mainly through Hong Kong, the gateway of Sino-global business. Based upon existing organizational change research, this raises questions as to whether the existing management culture in Chinese organizations influences the success of Six Sigma implementations. Employing quantitative method by survey on academics, professionals and practitioners in both manufacturing and non-manufacturing industries, and a shortened version of the Chinese Value Survey (CVS; Bond et al., 1987), this empirical study examines the relationship between three selected dimensions of Chinese value characteristics and Six Sigma implementation in Hong Kong. In addition, this exploratory analysis assesses three factors: objectives, activities and actions. It is to investigate what strategic factors must be emphasized when implementing Six Sigma. Considering that Chinese cultural elements being part of the culture present in organizations, and that these elements can affect quality management by Six Sigma, this study measures Chinese culture in both manufacturing and non-manufacturing industries in Hong Kong. The tendency of Six Sigma in companies and industries today is that some complete Six Sigma projects as planned, some continue on with Six Sigma, and some abandon it. In recent years, rates of abandonment and increasing cases of workplace resistance have drawn the attention of Six Sigma academics, consultants and companies. The study result shows firstly that Chinese cultural values do not aid or obstruct Six Sigma in terms of the three dimensions chosen for this study: Integration factors, Confucian work dynamics factors, and personal factors. Moreover, two (underlined below) of the three guanxi variables (reciprocation of greetings, favors, and gifts; protecting your “face”; and respect of tradition) in the Confucian dimension do not have significant impact on the organization’s running of Six Sigma. Secondly, as to strategic factors, only setting objectives is indispensable for organizational change by Six Sigma.