TQM practices and organizational culture: Japanese versus American perspectives.

摘要

This research examines the differences between American and Japanese supervisors in a single multicultural organization when surveyed about seven dimensions of Total Quality Management (TQM) and five dimensions of organizational culture. The research utilized the Zeitz, Johannesson, and Ritchie's (1997) survey instrument to study the U.S. Naval Ship Repair Facility (SRF) located in Yokosuka, Japan. Statistical analyses of the collected data indicated that cultural factions within SRF bias TQM program implementation and are reflected in its organizational culture. I conclude that successful TQM implementation in Japan requires a thorough understanding of face, harmony, and the inductive mind set, and that Servant Leadership resonates well with Japanese culture when examining TQM and organizational culture dimensions.