An Exploratory Analysis of the Impact of Chinese Culture in Six Sigma Implementation in Hong Kong

Research on the relationship between Chinese culture and Six Sigma implementation in Greater China is limited. Employing quantitative method by survey and utilizing a shortened version of the Chinese Value Survey (CVS; Bond et al., 1987), this study examines the relationship between three selected dimensions of Chinese value characteristics and Six Sigma implementation. In addition, this exploratory analysis assesses three factors: objectives, activities and actions. This is to investigate what strategic factors must be emphasized of Six Sigma implementation. Considering that Chinese cultural elements are part of the culture present in organizations and that these elements can affect Six Sigma implementation, this study measures Chinese culture in both manufacturing and non-manufacturing industries in Hong Kong. Six Sigma has been one of the most popular management methodologies employed in the West in the last three decades. This specific tool of quality management has been adopted in China, mainly through Hong Kong which has been the gateway of Sino-global business. The tendency of Six Sigma in companies and industries today is that some complete Six Sigma projects as planned, some continue with Six Sigma, and some abandon it. In recent years, rates of abandonment and increasing cases of workplace resistance have drawn the attention of Six Sigma academics, consultants and companies. The study result shows firstly that Chinese cultural values do not aid or obstruct Six Sigma in terms of the three dimensions chosen for the test: Integration factors, Confucian work dynamics factors, and personal factors. Moreover, two (underlined) of the three guanxi variables (reciprocation of greetings, favors, and gifts; protecting your “face”; and respect of tradition ) in the Confucian dimension do not have significant impact on the organization’s running of Six Sigma. Secondly, as to strategic factors, only setting objectives is indispensable for organizational change by Six Sigma.