This article compares consumer decision‐making styles between Singaporeans and Australians. Utilising Hofstede’s framework, the paper argues that cultural dimensions influence consumer decision making styles. It is essential that managers understand cross‐cultural consumer decision‐making styles to make strategic decisions or effectively handle members of these nationalities. Marked differences were found between the two populations for: brand consciousness, innovativeness and overchoice confusion. The results suggest that some consumer decision‐making styles differ due to consumers’ cultural values. Managerial implications and future research directions are discussed.

/pdf/cross-cultural-differences-in-consumer-decision-making-leyrr7f66a.pdf

Cross‐cultural differences in consumer decision‐making styles

/pdf/implementation-of-lean-within-the-cement-industry-1o40wet0af.pdf

Implementation of lean within the cement industry.

Just in time manufacturing

The purpose of this paper is to develop and redefine the “classic” roles of shop floor management and quality control circles (QCCs) in Kaizen. In specific, it aims to examine the linkage between shop floor management and QCCs, and test the relationships among shop floor management, QCCs and long-term Kaizen improvement outcomes.,This study employs qualitative method by using a questionnaire to obtain data from 371 respondents in nine Sino-Japanese automotive joint-ventures. The data are analysed with the method of canonical correlation approach.,The study identifies important factors to assist the adoption of shop floor management and QCCs for Kaizen. The analysis on the survey indicates that not all the shop floor management tools could help to identify improvement opportunities. QCCs are effective in addressing large problems and challenging current policies in companies, however, they have low impacts on individual learning.,The data of this study come from nine Sino-Japanese automotive joint ventures. Therefore, the sample selection is limited to these companies. The findings are able to be applied for improving the similar problems which were identified in this study.,The study has the following practical implications, first is small shop floor problems can be identified and solved rapidly and continuously at source by shop floor management. The second one is QCCs, or other similar group-based improvement approaches take long to be fully addressed and implemented. Third, practical solutions can be achieved from small and gradual changes, and they can prevent the results backsliding to the pre-improvement stage. Finally, QCCs are hardly to achieve a better improvement alone. It requires other Kaizen approaches to support.,This study is probably the first to explore and investigate the implementation of the four building block tools of shop floor management in real business practise, and more specific the first to discuss the relationship among shop floor management, QCCs and long-term improvement outcomes based on empirical data from Sino-Japanese automotive joint-ventures.

/pdf/the-relationships-between-shop-floor-management-and-qccs-to-ps2feafk56.pdf

The relationships between shop floor management and QCCs to support Kaizen

The aim of this study is to investigate the impact of participative management on the behaviour of employees and the financial effectiveness of the enterprise. The analytical data are based on the survey of 308 Taiwan enterprises. Multiple regression results show that both suggestion system and labour-management committee have a positive impact on employees' behaviour in terms of turnover and absenteeism rates. Likewise, the quality control circle (QCC) and profit sharing have a positive impact on organizational effectiveness as seen in profit and revenue growth rates. However, employee stock-ownership plans and grievance-handling systems have negative effects on both performance indicators - employee behaviour and organizational effectiveness. The practical implications are also discussed.

The effect of participative management on organizational performance: the case of Taiwan

The spectacular productivity gains achieved by Japanese firms from quality circle programmes have attracted the attention of many other authorities who are now looking for ways to apply the concept in their own countries and companies. In Singapore, the National Productivity Board has directed its effort towards a nationwide use of quality circle programmes. Support comes from the highest levels of the government hierarchy. Quality circles have been claimed to be effective in improving quality of products, increasing productivity, improving skills level, motivating workers and enhancing morale. However, while some have reported that quality circles worked well in their companies, others reported that their attempts to use the quality circle concept had failed. How successful companies have implemented quality circles in their companies and what unique characteristics their circles possess is studied. A comparison of the use of the QCC concept in Japan, the USA and Singapore, supported with a sample of cas...

Structures and Processes of Company Quality Control Circles (QCCs): An Explanatory Study of Japan, the USA and Singapore

The paper presents a total quality management (TQM) framework combining the concepts underlying the notions of total quality control (TQC), Just in Time (JIT), manufacturing resource planning (MRP), and quality control circles (QCCs). An integrative model, in which these notions and the related issues are complementarily connected on the same logical plane is presented and it is argued that this is akin to the total systems intervention (TSI) approach in its endeavor to seek manufacturing excellence. It also has similarities to creative problem solving, especially with regard to corporate strategy, but here with an emphasis on the role of manufacturing. However, TQM is an idea of its own, and not a conceptual derivative of systems theory.

Total quality management in manufacturing: A study in the Singapore context

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Structures and Processes of Company Quality Control Circles (QCCs): An Explanatory Study of Japan, the USA and Singapore

Total quality management in manufacturing: A study in the Singapore context