The impact of Chinese and US manufacturing managers' beliefs upon time-based manufacturing practices: a comparative study

Abstract

Understanding the similarities and differences of managerial beliefs between Chinese and US manufacturing managers can have major implications for these managers working jointly in various contexts. This study compares the results of a survey gathered from 167 Chinese manufacturing managers from Chongqing, China, from that of 224 US managers from a nationwide survey regarding several managerial beliefs, and their impact upon time-based manufacturing practices (TBMP). Through analysis of variance (ANOVA), overall similarities in managerial beliefs, as well as some salient differences, were found. Specifically, Chinese managers turn out to be significantly more customer-oriented in their beliefs than US managers. In terms of dealing with their subordinates, Chinese managers leaned more on managing by command and control – which implies significantly less by collaboration and consensus – compared with their US counterparts. In terms of their beliefs in investing in facilities and equipment for intellectual work, in working with others, in making decisions that are global in nature, and on integrating with suppliers, there were no significant differences. Similarities and differences of the relationships between constructs between the two groups were also examined using structural equation modelling (SEM). Interpretations of the results, as well as implications for research and for managers, are provided.