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A four‐fold regional‐specific approach to TQM
16 references·2 citing·40 second hop
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References

  • 2002Culture's Consequences: Comparing Values, Behaviors, Institutions, and Organizations across Nations21,666 cited
  • 1983Culture's Consequences: International Differences in Work-Related Values.15,062 cited
  • 1999Divergent Capitalisms: The Social Structuring and Change of Business Systems1,680 cited
  • 1999Divergent Capitalisms1,667 cited
  • 1997National structures and multinational corporate behavior: enduring differences in the age of globalization460 cited
  • 2005The relationship between total quality management practices and organizational culture442 cited
  • 1998Multinationals, national business systems and HRM: the enduring influence of national identity or a process of 'Anglo-Saxonization'353 cited
  • 2018Adapting Total Quality Management (TQM) to Government190 cited
  • 1992Adapting Total Quality Management (TQM) to Government187 cited
  • 1997Bouquets, Brickbats and Blinkers: Total Quality Management and Employee Involvement in Practice174 cited
  • 2004Supply-chain configurations for mass customization172 cited
  • 1996ISO 9000 as an entry key to TQM: the case of Greek industry168 cited
  • 2004TQM across multiple countries:Convergence HypothesisversusNational Specificityarguments166 cited
  • 1998Cultural and structural constraints on total quality management implementation

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164 cited
  • 2007Assessing managers' awareness of TQM147 cited
  • 2000Quality performance and organizational culture133 cited
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    • 2013Quality and reliability in new product development13 cited
    • 2021Strategic planning to investigate the decision index of organization for effective total quality management implementation – in context of Indian small and medium enterprises12 cited