Walking the talk? A multiple-case study of quality management implementation in China

Abstract

Abstract Focusing on the manufacturing industry in China, the study explores factors that contribute to possible implementation gaps between companies’ actual practices and the commonly recognized core quality management (QM) practices. In-depth interviews were conducted with production managers, quality managers, and executives of 11 manufacturing companies in China. The selected case companies vary by firm size, ownership, and markets they operate. Qualitative analysis was conducted using NVivo software program. When assessed in comparison with commonly recognized core QM practices, the case companies showed implementation gaps. The implementation gap refers to the lack of comprehensiveness of QM core practices implemented in an individual company against the benchmark practices. Moderate or large implementation gaps were found in seven out of 11 case companies. The study further explores the contextual and cultural factors that contribute to the QM implementation gaps. Case analysis identified that building of quality-centric culture plays a key role in closing the QM implementation gaps. Company ownership is another important indicator for the QM implementation gaps.