Using quality management for cultural transformation of Chinese state enterprises: A case study

Abstract

Many studies have argued that the culture of Chinese state enterprises must first be transformed before they can implement TQM and related management techniques. This paper examines the experience of ten U.S.-China joint ventures in China. Although most of the JVs have experienced less than satisfactory performance, one of the JVs in the study, managed by Ingersoll-Rand, was able to substantially transform the culture of its Chinese partner through dedicated implementation of a TQM program.