Research Article Open Access

The Effect of National Culture on Total Quality Management and Organizational Performance

Rabiul Islam1 and Abdullah ALNasser2
  • 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.

American Journal of Applied Sciences
Volume 10 No. 10, 2013, 1191-1200


Submitted On: 24 July 2013 Published On: 5 September 2013

How to Cite: Islam, R. & ALNasser, A. (2013). The Effect of National Culture on Total Quality Management and Organizational Performance. American Journal of Applied Sciences, 10(10), 1191-1200.

  • 10 Citations



  • Mediator Effect
  • National Culture
  • Quality Management
  • Organizational Performance