TQM across multiple countries:Convergence HypothesisversusNational Specificityarguments

Abstract

We provide conceptual clarity and new empirical findings for the question of whether or not TQM is universal in its applicability. At the conceptual level, we reposition and reframe the ''universality of TQM'' question in light of two conflicting theoretical perspectives in the international business literature -one that supports the universal applicability of TQM (i.e., the Convergence Hypothesis argument) and another that questions the universal applicability of TQM (i.e., the National Specificity argument). We do so to provide a stronger theoretical basis for the ''universality of TQM'' question and to motivate and initiate a ''strong inference'' epistemological approach [Platt, J.R., 1964. Strong inference. Science 146 (364), 347-353] to examine, at the empirical level, the applicability of TQM across multiple countries. For this empirical assessment, we compare both the adoption levels of the Deming-based TQM constructs and the patterns of Deming-based TQM relationships among German, Italian, Japanese, and USA plants, using secondary data from 143 plants in Round Two of the World-Class Manufacturing project. After assessing measurement quality (i.e., reliability and validity) and measurement equivalence (i.e., translation, calibration, and metric), MANOVA analysis and regression analysis were deployed to derive relevant empirical resultsempirical results that have implications not only for the question of whether or not TQM is universal in its applicability but also for the theoretical tension between the Convergence Hypothesis argument and the National Specificity argument. #

Examining the effects of contextual factors on TQM and performance through the lens of organizational theories: An empirical study

“…The authors reported that these control practices were similar across MNCs, indicating that they converged due to normative and mimetic pressures as suggested by institutional theory. Rungtusanatham et al (2005) also found evidence for the convergence hypothesis by comparing Deming management principles across companies located in several different countries. This study also takes the position that US companies and foreign companies operating in the US will mimic each other's TQM practices and create similar structures to look legitimate to important stakeholders.…”

The relationship between quality management practices and their effects on quality outcomes

“…These similar findings could be used for TQM adoption across different cultures. However, minor differences were detected, and therefore the implementation of certain TQM practices vary, as suggested by several scholars (Solis et al, 2000;Rungtusanatham et al, 2005). Nevertheless, it may also happen that certain TQM practices can follow indistinguishable patterns in country-to-country comparisons; for instance, between Japan and the USA (Rungtusanatham et al, 2005).…”

Environment-quality management coalignment across industrial contexts: An empirical investigation of performance implications

“…In fact, the adoption of a contingent focus for QM is increasingly assumed in the literature, as it enables to justify that the performance obtained depends on variables in the internal and external context (e.g., Adam & Foster, 2000;Das, Handfield, Calantone, & Ghosh, 2000;Douglas & Judge, 2001;Melan, 1998;Reed, Lemak, & Montgomery, 1996;Sitkin, Sutcliffe, & Schroeder, 1994;Roca-Puig, Escrig-Tena, Bou-Llusar, & Beltrán-Martín, 2006;Sila, 2007;Sousa, 2003;Sousa & Voss, 2001). The contextual factors most frequently considered have been the size of the organization, the kind of activity it performs (manufacturing or services), the number of years of implementation, ISO 9000 registration and the country of origin (e.g., Martínez-Lorente, Gallego-Rodríguez, & Dale, 1998;Roca-Puig et al, 2006;Rungtusanatham, Forza, Koka, Salvador, & Nie, 2005;Sharma, 2006;Sila, 2007;Solis, Raghunathan, & Rao, 2000). Notably, very little research has been devoted to understanding quality practices in different industrial contexts and linking them to implementation efforts and quality outcomes (Chong & Rundus, 2004;Das et al, 2000;Rungtusanatham et al, 2005).…”

“…The contextual factors most frequently considered have been the size of the organization, the kind of activity it performs (manufacturing or services), the number of years of implementation, ISO 9000 registration and the country of origin (e.g., Martínez-Lorente, Gallego-Rodríguez, & Dale, 1998;Roca-Puig et al, 2006;Rungtusanatham, Forza, Koka, Salvador, & Nie, 2005;Sharma, 2006;Sila, 2007;Solis, Raghunathan, & Rao, 2000). Notably, very little research has been devoted to understanding quality practices in different industrial contexts and linking them to implementation efforts and quality outcomes (Chong & Rundus, 2004;Das et al, 2000;Rungtusanatham et al, 2005).…”