From perception to practice: quality management in multinational company from a Swedish perspective

Abstract

Purpose This study explores the interplay between levels of cultures and aspects of quality management (QM), aiming to develop a conceptual framework and introduce propositions regarding managing quality in a multinational company (MNC). Design/methodology/approach A conceptual framework delineating the relationship between the levels of cultures in MNCs and various aspects of QM is proposed. Thereafter, based on a theory elaboration approach, a case study in Swedish facilities of MNCs is used to further illustrate the link between constructs of the framework, contributing to the identification of challenges and possibilities in managing quality in MNCs. Findings The research identifies key propositions regarding the intricate relationship between levels of cultures and their influences on aspects of QM in MNC. Proposition 1 emphasises the impact of national cultural differences on perceptions of QM principles. Proposition 2 reveals that diverse QM perceptions affect global consistency in QM practices. However, proposition 3 suggests that emphasising technical aspects in common QM practices fosters shared perceptions and a cohesive organisational culture, leading to Proposition 4, that a QM-centric organisational culture mediates national cultural differences, facilitating the management of quality globally. Research limitations/implications This research relies on a case study from a Swedish perspective. There is a need for quantitative or mixed method approaches to validate the proposed framework. Practical implications This research yields practical insights into cross-cultural QM challenges and possibilities in MNCs. Originality/value By integrating national and organisational culture into the QM framework, this research offers a conceptual model and propositions as a foundation for future cross-cultural QM research in MNCs.