Comparing culture, quality management, and CRM systems: a study of managers in the US and mainland China

Sandra J. Hartman, Lillian Y. Fok, Jing Li and Wing Fok

International Journal of Management and Decision Making, 2006, vol. 7, issue 5, 508-524

Abstract: Our concern in this paper is with the extent to which cultural differences may affect the way in which organisations respond to changes in the workplace, and we examine Mainland China and the USA. We consider whether there are differences as well as consistencies in the perceptions of managers from the two countries in their experiences with QM Maturity, extent of use and effectiveness of their Customer Relationship Management Systems (CRM), their organisations' cultures, and organisational outcomes. In both the US and China, as managers report that their organisations are becoming more QM Mature, we examine whether they will also report changes in related systems, such as CRM and the organisational culture. We provide results from a sample of managers from China and the US, which give evidence of support for these ideas, and we offer suggestions for future research.

Keywords: cross cultural management; customer relationship management; CRM; organisational culture; organisational outcome; quality management; USA; United States; China; cultural differences. (search for similar items in EconPapers)
Date: 2006
References: Add references at CitEc
Citations:

Downloads: (external link)
http://www.inderscience.com/link.php?id=10743 (text/html)
Access to full text is restricted to subscribers.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:ids:ijmdma:v:7:y:2006:i:5:p:508-524

Access Statistics for this article

More articles in International Journal of Management and Decision Making from Inderscience Enterprises Ltd
Bibliographic data for series maintained by Sarah Parker ().