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A comparative study of Total Quality...

Yu, Chun-Sheng.

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A comparative study of Total Quality Management and employee involvement between the People's Republic of China and the United States.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	A comparative study of Total Quality Management and employee involvement between the People's Republic of China and the United States./
作者:	Yu, Chun-Sheng.
面頁冊數:	231 p.
附註:	Source: Dissertation Abstracts International, Volume: 59-08, Section: A, page: 3085.
Contained By:	Dissertation Abstracts International59-08A.
標題:	Management. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=9903531
ISBN:	9780599007932

A comparative study of Total Quality Management and employee involvement between the People's Republic of China and the United States.
Yu, Chun-Sheng.

A comparative study of Total Quality Management and employee involvement between the People's Republic of China and the United States. - 231 p.

Source: Dissertation Abstracts International, Volume: 59-08, Section: A, page: 3085.

Thesis (D.B.A.)--Mississippi State University, 1998.

Since the importance of the People's Republic of China in world business is becoming more recognized, China is becoming a focus of interest for managers and academics alike. However, very little empirical cross-cultural research relating to Chinese management has been conducted.

ISBN: 9780599007932Subjects--Topical Terms:

516664
Management.

A comparative study of Total Quality Management and employee involvement between the People's Republic of China and the United States.
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245 1 2 $a A comparative study of Total Quality Management and employee involvement between the People's Republic of China and the United States.
300 $a 231 p.
500 $a Source: Dissertation Abstracts International, Volume: 59-08, Section: A, page: 3085.
500 $a Major Professor: Daniel S. Cochran.
502 $a Thesis (D.B.A.)--Mississippi State University, 1998.
520 $a Since the importance of the People's Republic of China in world business is becoming more recognized, China is becoming a focus of interest for managers and academics alike. However, very little empirical cross-cultural research relating to Chinese management has been conducted.
520 $a The unique culture makes China the "sharpest contrast" to the West. Based on Hofstede's typology of culture, the Chinese culture is categorized as scoring high in collectivism with a large power distance while the American culture scores high in individualism with a small power distance. The present study proposed that these two different cultures tend to exert strong influence on total quality management (TQM) and employee involvement (EI) practices relating to information sharing, power sharing, and group-based rewards. This study further hypothesized the positive impact of culture-fit of TQM and EI practices on firm performance.
520 $a A survey instrument, developed by Lawler and his colleagues (1995), was mailed to CEOs in the 500 largest industrial companies both in China and the United States. In addition, focused interviews with 26 Chinese managers in four enterprises were conducted. Structural equation modeling was employed to analyze the data and test seven hypotheses developed in this study.
520 $a The data analysis revealed that the Chinese firms used more group-based reward systems than their American counterparts, and the use of group-based rewards had a positive influence on perceived firm performance. There was no significant difference in implementing information sharing related practices in both cultural settings. Contrary to the hypothesis, the Chinese firms implemented more power sharing related practices than did the American firms. The extensive power sharing related practices in the Chinese firms also had a positive influence on perceived firm performance.
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