Indian culture and the culture for TQM: A comparison

Kumar, MR; Sankaran, S

Indian culture and the culture for TQM: A comparison

Kumar, MR Sankaran, S

Permalink

Publication Type:: Journal Article
Citation:: TQM Magazine, 2007, 19 (2), pp. 176 - 188
Issue Date:: 2007-01-01

Closed Access

	Filename	Description	Size
	2006009083.pdf		2.49 MB	Adobe PDF	View/Open

Copyright Clearance Process

Recently Added
In Progress
Closed Access

This item is closed access and not available.

Full metadata record

Field	Value	Language
dc.contributor.author	Kumar, MR	en_US
dc.contributor.author	Sankaran, S https://orcid.org/0000-0001-5485-6216	en_US
dc.date.issued	2007-01-01	en_US
dc.identifier.citation	TQM Magazine, 2007, 19 (2), pp. 176 - 188	en_US
dc.identifier.issn	0954-478X	en_US
dc.identifier.uri	http://hdl.handle.net/10453/5459
dc.description.abstract	Purpose - This paper seeks to argue against the conventional wisdom in the current TQM literature that hierarchy is not conducive for TQM. It aims to identify the cultural dynamics that can aid TQM implementation in a hierarchical country like India. Design/methodology/approach - The paper reflects on the existing literature on culture and TQM and develops a mechanism that explains why hierarchy hinders TQM implementation in Western culture and how it can support TQM implementation in Indian culture. Findings - In a people oriented culture like those of Japan and India, nurturance is the juice that sustains hierarchy that finally morphs into collectivism. In these social systems, there need not be conflicting impact of hierarchy and collectivism on TQM implementation if the nurturance aspect of hierarchy is understood. Thus, in the Indian context, hierarchy, operationalised through the guru-shishya (teacher-student) relationship between the boss and the subordinate can develop a learning orientation among the organisational members and facilitate TQM implementation. Similarly, by superimposing the element of "equity" on the "personalised relationship" dimension of hierarchy, in a collectivistic society like India, it is possible to elevate the aspect of "personalised relationship" between superior and subordinate to the status of "individualised consideration" dimension of transformational leadership provided it is bestowed only upon the satisfactory completion of "task" by the subordinate. Practical implications - This paper shows how the cultural aspect of TQM implementation should be handled in a high power distance country like India. Originality/value - The paper identifies the two Indian cultural aspects that can facilitate TQM implementation in India notwithstanding the hierarchical Indian values. © Emerald Group Publishing Limited.	en_US
dc.relation.ispartof	TQM Magazine	en_US
dc.relation.isbasedon	10.1108/09544780710730014	en_US
dc.subject.classification	Business & Management	en_US
dc.title	Indian culture and the culture for TQM: A comparison	en_US
dc.type	Journal Article
utslib.citation.volume	2	en_US
utslib.citation.volume	19	en_US
utslib.for	1503 Business and Management	en_US
utslib.for	0299 Other Physical Sciences	en_US
utslib.for	0399 Other Chemical Sciences	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/e-Press
pubs.organisational-group	/University of Technology Sydney/Faculty of Design, Architecture and Building
pubs.organisational-group	/University of Technology Sydney/Faculty of Design, Architecture and Building/School of Built Environment
pubs.organisational-group	/University of Technology Sydney/Strength - CCDP - Contemporary Design Practice
utslib.copyright.status	closed_access
pubs.issue	2	en_US
pubs.publication-status	Published	en_US
pubs.volume	19	en_US

Abstract:

Purpose - This paper seeks to argue against the conventional wisdom in the current TQM literature that hierarchy is not conducive for TQM. It aims to identify the cultural dynamics that can aid TQM implementation in a hierarchical country like India. Design/methodology/approach - The paper reflects on the existing literature on culture and TQM and develops a mechanism that explains why hierarchy hinders TQM implementation in Western culture and how it can support TQM implementation in Indian culture. Findings - In a people oriented culture like those of Japan and India, nurturance is the juice that sustains hierarchy that finally morphs into collectivism. In these social systems, there need not be conflicting impact of hierarchy and collectivism on TQM implementation if the nurturance aspect of hierarchy is understood. Thus, in the Indian context, hierarchy, operationalised through the guru-shishya (teacher-student) relationship between the boss and the subordinate can develop a learning orientation among the organisational members and facilitate TQM implementation. Similarly, by superimposing the element of "equity" on the "personalised relationship" dimension of hierarchy, in a collectivistic society like India, it is possible to elevate the aspect of "personalised relationship" between superior and subordinate to the status of "individualised consideration" dimension of transformational leadership provided it is bestowed only upon the satisfactory completion of "task" by the subordinate. Practical implications - This paper shows how the cultural aspect of TQM implementation should be handled in a high power distance country like India. Originality/value - The paper identifies the two Indian cultural aspects that can facilitate TQM implementation in India notwithstanding the hierarchical Indian values. © Emerald Group Publishing Limited.

Please use this identifier to cite or link to this item:

http://hdl.handle.net/10453/5459