The Effect of National Culture on Total Quality Management and Organizational Performance
- 1 School of Economics, Finance and Banking, Malaysia
- 2 School of Business Management, College of Business, University Utara Malaysia, 06010 UUM, Sintok, Kedah, Malaysia
Soft-hard total quality management comprises of the utility of human resource management-style personnel policies to product commitment to quality and a management ideology that supports cultural change maxims, continuous improvement and customer satisfaction. The aim of the study is to determine the mediator effect of national culture on the relationship between soft-hard total quality management and organizational performance in municipalities. A quantitative research design was adopted to collect data. Multiple regression analysis method was used to conduct this study. The findings of the study will contribute to both theory and practice. The results of this study have important contributions and implications for practitioners and policy-makers in these five developing countries. Empirical evidence revealed that soft-hard total quality management has relationship with performance. The findings also implied that soft-hard total quality management has positively relation with performance and there is difference in organizational performance mean between all these countries.
Copyright: © 2013 Rabiul Islam and Abdullah ALNasser. This is an open access article distributed under the terms of the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original author and source are credited.
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- Mediator Effect
- National Culture
- Quality Management
- Organizational Performance