Oluwayomi babatunde final thesis submission

CROSS CULTURAL MANAGEMENT OF QUALITY PERFORMANCE OF CHINESE CONSTRUCTION FIRMS IN NIGERIA BABATUNDE OLUWAYOMI KAYODE (MSc.PM, NUS; M.Arch. O.A.U.; B.Sc. (Hons.) Architecture, O.A.U.) A THESIS SUBMITTED FOR THE DEGREE OF DOCTOR OF PHILOSOPHY DEPARTMENT OF BUILDING NATIONAL UNIVERSITY OF SINGAPORE 2013 DECLARATION I hereby declare that the thesis is my original work and it has been written by me in its entirety. I have duly acknowledged all the sources of information, which have been used in the thesis. This thesis has also not been submitted for any degree in my university previously. ________________________________ Babatunde Oluwayomi Kayode September 2013 i ACKNOWLEDGEMENT I acknowledge the guidance of my supervisor Professor Low Sui Pheng and the thesis committee members Professor Ofori George and Associate Professor Ling Yean Yng, Florence, whose valuable insights helped to shape this thesis. My wonderful family members (the Babatundes: Akinola, Ebunoluwa, Abiodun, Oluwaseyi and Funmilayo), whose love, care and support remained invaluable throughout the research. My understanding friends (Kay, Lip Sing and Parikshit) who believed in me and nudged me as well as ex-bosses/clients (Mr. Asa, O.; Mr. Yip, K.S.; Mr. Tong, H.W.; Madam Law, L.M.; Mr. Hoong, B.L.). I also acknowledge support from the Nigerian High Commission in Singapore during preparation for the fieldwork in Nigeria. I appreciate the time and efforts of everyone who have participated in the study both during the pilot testing and actual fieldwork (the Nigerian and Chinese companies surveyed, Delphi participants and the Chinese companies interviewed) as well as professional bodies‟ representatives who facilitated respective members‟ participation. Although your identities are kept confidential, please rest assured that your immense contributions have advanced the study and would forever remain priceless. ii TABLE OF CONTENTS SUMMARY …………………………………………………………………………… xv LIST OF TABLES ………………………………………………………………… .xviii LIST OF FIGURES ………………………………………………………………… xx LIST OF ABBREVIATIONS …………………………………………………………xxi CHAPTER 1: INTRODUCTION ………………………………………………………1 1.1 Background ………………………………………………………………………… .1 1.2 Research problem …………………………………………………………………… 1.3 Knowledge gap ……………………………………………………………………… 1.4 Research aim and objectives ………………………………………………………….7 1.5 Research hypotheses ………………………………………………………………….8 1.6 Research scope ………………………………………………………………………10 1.7 Research methodologies ………………………………………………………….….11 1.8 Research significance ……………………………………………………………… 11 1.9 Structure of the report ……………………………………………………………….12 CHAPTER 2: REVIEW OF LITERATURE ON TQM AND NATIONAL CULTURE …………………………………………………………………………… .14 2.1 International construction ……………………………………………………………14 2.2 Quality management and quality management system ……………… …………….15 2.2.1 Quality management ………………………………………………………15 2.2.2 Total quality management (TQM) ……………………………………… .16 2.2.3 ISO 9000 and TQM …………………………………………………….….17 2.2.4 The future of TQM ……………………………………………………… .18 2.3 Culture, national culture and national cultural dimensions ………………………….19 2.3.1 Culture …………………………………………………………………… 19 2.3.2 Forms of culture ………………………………………………………… .20 2.3.3 National cultural dimensions ………………………………………………21 2.3.4 Hofstede‟s national cultural dimensions ………………………………… 22 iii 2.3.5 Hofstede‟s sixth national cultural dimension …………………………… .24 2.4 Culture as a source of conflict in international construction ………… .…… ……26 2.4.1 Managing culture in international construction ………………………… .26 2.4.2 Cultural misunderstandings in international construction …………………28 2.4.3 Interaction between culture, perception and conflict …………………… .29 2.4.4 Conflict intensities …………………………………………………………31 2.4.5 Conflict handling modes ………………………………………………… 33 2.5 National culture and TQM …………………………………… .………………… .34 2.5.1 Influence of national culture on TQM implementation ………………… .34 2.5.2 National culture and TQM implementation ……………………………….35 2.5.3 Case studies of TQM implementation …………………………………… 37 2.5.3.1 United States ………………………………………….…………37 2.5.3.2 China …………………………………………………………….38 2.5.3.3 Nigeria …………………………………….…………………… 40 2.5.4 Future directions of TQM …………………………… .………………….41 2.6 Summary …………………………………………………………….…………… 41 CHAPTER 3: CONSTRUCTION INDUSTRY IN CHINA …………………………42 3.0 Introduction ……………………………………………………………… ……… .42 3.1 Overview of China ………………………………….……………………………….42 3.1.1 International relations …………………………………………………… .42 3.1.2 Demographics …………………………………………………………… .43 3.1.3 Climate and resources …………………………………………………… 44 3.1.4 Legal system ……………………………………………………………….44 3.2 Development of the construction industry in China ……………… ……………… 45 3.2.1 Overview of China‟s construction industry ……………………………….45 iv 3.2.2 Domestic and international markets ……………………………………….46 3.2.3 Major players in China‟s construction industry ………………………… .46 3.2.4 Challenges in China‟s construction industry …………………………… 47 3.2.5 Project management in China‟s construction industry …………………….48 3.3 Foreign investments in China‟s construction industry ……………… …………… 50 3.3.1 Key drivers for foreign investments …………………………… .……… 50 3.3.2 The Chinese market and considerations for the future …………………….50 3.3.3 Strengths, weaknesses, opportunities and threats (SWOT) of China‟s market ……………………………………………………………………………………51 3.4 Chinese firms‟ development and strategies in overseas market ……………… … 54 3.4.1 China‟s export of construction services ………………….……………… 54 3.4.2 Chinese overseas business strategies …………………… ……………… 55 3.4.3 Chinese special economic zones strategy …………………………… … 56 3.4.5 Chinese differentiation strategy from other foreign firms overseas … … 57 3.5 Summary ……………………………………………….……………………………58 CHAPTER 4: CONSTRUCTION INDUSTRY IN NIGERIA …………………… .59 4.0 Introduction ……………………… ……………………………………………… .59 4.1 Overview of Nigeria …………………………………………………………59 4.1.1 International relations …………………………………………………… .60 4.1.2 Demographics …………………………………………………………… .60 4.1.3 Climate and resources …………………………………………………… 61 4.1.4 Legal system ……………………………………………………………….62 4.2 Development of the construction industry ………………………………………… 62 4.2.1 Overview of Nigeria‟s construction industry …………………………… .62 4.2.2 Domestic and international markets ……………………………… .…… 64 4.2.3 Major players in Nigeria‟s construction industry ………………………….66 v 4.2.4 Challenges in Nigeria‟s construction industry …………………………….67 4.2.5 Project management in Nigeria ……………………………………………69 4.3 Foreign investments in Nigeria‟s construction industry ………….…………………70 4.3.1 Key drivers for foreign investments ……………………………… .…… 70 4.3.2 Nigeria‟s markets and considerations for the future ………………………70 4.3.3 Strengths, weaknesses, opportunities and threats (SWOT) of Nigeria‟s market ……………………………………………………………………………71 4.4 Nigeria‟s export of construction services ……………………………………………74 4.4.1 Nigeria‟s globalization tendencies and construction services …………… 74 4.5 Summary ………………………………………….…………………………………75 CHAPTER 5: APPRAISAL OF THE RELATIONSHIPS BETWEEN THE CHINESE AND THE NIGERIAN CONSTRUCTION INDUSTRIES …………….77 5.1 Brief comparison of the Chinese and the Nigerian markets………………………….77 5.2 Historical development of relationships between China and Nigeria ………… .… 78 5.3 Diplomatic and economic relations between China and Nigeria ……………… … 79 5.4 Foreign direct investments of Chinese firms in Nigeria ……………………….……80 5.5 Operations of Chinese firms in Nigeria …………………………………………… .81 5.6 Quality of services by the Chinese firms in Nigeria ……………………………… .84 5.7 Cross-cultural differences between the Chinese and the Nigerians ……………… .86 5.8 Summary …………………………………………………………….………………87 CHAPTER 6: CONCEPTUAL APPROACH ……………….……………………….88 6.1 Culture-quality conflict model ……………………… .…………………………….88 6.2 Quality dynamics …………………………………………… …………………… .90 6.2.1 Organizations defining quality …………………………………………….90 6.2.2 Customers defining quality……………………………………………… .91 vi 6.2.3 Establishing standards for quality – The International Organization for Standardization (ISO) approach ……………………………………………… 93 6.2.4 Establishing standards for quality – ISO and TQM ……………………….94 6.2.5 Proposed quality dynamics model …………………………………………96 6.3 Cross cultural influences on quality …………………………………………………97 6.3.1 Introduction ……………………………………………………………… 97 6.3.2 Conflicts within a TQM organization …………………………………… 98 6.4 Cross-cultural quality implementation model ………….………………………… 100 6.4.1 A firm‟s competitiveness ……………………………………………… .100 6.4.2 Porter‟s Diamond Theory…………………………………………………100 6.4.3 Applicability of Porter‟s theory………………………………………… .102 6.4.4 Global competitiveness ………………………………………… ………102 6.4.5 Competitiveness, productivity and quality …………………………… .103 6.4.6 Quality and productivity in the construction and non-construction industries……………………………………………… ………………………104 6.4.7 Implications for international construction and proposed cross-cultural quality implementation model ………………………………………………….105 6.5 Proposed quality management assessment matrix (QMAM) ………………… 108 6.5.1 TQM and national culture between two international firms ……… ……108 6.5.2 Identifying significant TQM principles and national cultural dimensions ………………………………………………………………………………… 111 6.5.3 Discussions on the expanded QMAM ……………………………………123 6.6 Summary ………………………………………………….……………………… 124 CHAPTER 7: RESEARCH DESIGN AND METHOD …………………………….126 7.1 Introduction ………………………………………… …………………………….126 7.2 Research design …………………….………………………………………………126 7.2.1 Common research designs ……………………………………………… 128 vii 7.2.2 Adopted research designs ……………………………………………… .129 7.3 Data type, source, location and accessibility ……………………………………….131 7.3.1 Primary data and secondary data …………………………………………131 7.3.2 Adopted data type, source, location and accessibility ……………………132 7.4 Unit of analysis and selection of study elements ………………………… .…… .135 7.4.1 Sampling ………………………………………………………………….136 7.4.2 Adopted unit of analysis and selection of study elements ……………….137 7.5 Data collection method ………………………… …………………………………141 7.5.1 Variables and measurements …………………………………………… 141 7.5.2 Methods of data collection ……………………………………………….143 7.5.3 Adopted methods of data collection …………………………………… .143 7.6 Data collection instrument and validation …………………….……………………146 7.6.1 Data collection instrument and pilot testing …………………………… .146 7.6.2 Survey questionnaires ……………………………………………………147 7.6.2.1 Round survey questionnaire ………………………… … ….147 7.6.2.2 Round survey questionnaire ………………… ………… ….149 7.6.2.3 Interview questionnaire………………………….…………… .150 7.6.3 Delphi survey questionnaires …………………………………………….151 7.6.3.1 Round Delphi survey questionnaire …………………… .… 151 7.6.3.2 Round Delphi survey questionnaire …………… .…….…….152 7.6.3.3 Round Delphi survey questionnaire ………………… .…… 152 7.6.4 Case study interview questionnaires ………………………………… …153 7.6.4.1 Hypothetical case study questionnaire …………… .………….153 7.6.4.2 Test case study questionnaire …………… ……………………154 7.7 Summary …………………………………………………… .……………………155 viii CHAPTER 8: RESULTS AND DISCUSSIONS ……………… ………………….156 8.1 Introduction …………………………………………… .…… ………………… 156 8.2 Characteristic of the Chinese respondents ……………………………….……… 156 8.3 Characteristic of the Nigerian respondents ……………………………….… .… 159 8.4 Comparison of the Chinese and the Nigerian respondents ………………… … 162 8.5 Important TQM principles and attributes ……………………………… .… … 165 8.5.1 Ranking of TQM principles among the Chinese and the Nigerian respondents…………………………………………………………………… .167 8.5.2 Important TQM attributes among the Chinese and the Nigerian respondents ………………………………………………………………….…169 8.6 Important national cultural dimensions and attributes ………… ………… … 176 8.6.1 Ranking of NCDs among the Chinese and the Nigerian respondents .176 8.6.2 Important NCD attributes among the Chinese and the Nigerian respondents 179 8.7 Discussions on the important TQM principles and NCDs and their attributes 184 8.7.1 Statistical testing for Hypothesis 186 8.7.2 Statistical testing for Hypothesis … .191 8.7.3 Comparison of findings: round of the survey and round of the Delphi………………………………………………………………………… .195 8.7.3.1 Assessing the level of agreement between round of the survey and round of the Delphi ……………………………… …… … ….197 8.7.3.2 Justifications for the results of round of the Delphi………… 201 8.7.4 Statistical testing for Hypothesis (survey and Delphi) … .206 8.7.4.1 Developing a model that integrates TQM and NCD attributes (stage 1) ………………………………………………………… .….206 8.7.4.2 Developing a model that integrates TQM and NCD attributes (stage 2) ………………………………………………………… .….207 8.7.4.3 Assessing the level of agreement between the Chinese and the Nigerians on Matrix 3…………………………………………… .….212 ix Appendix 49: Matrix 1A – Case study 3‟s ranking (Matrix B3) Pairs Paired important attributes for achieving good quality TQM NCD Importance rankings Survey (Chinese) Case study Handle status with care such that relative position, which also determines rights and responsibilities are protected or maintained. Upholding self-respect by avoiding shame and loss of face for self and group. Ensuring pride, confidence, and positive thoughts. Facts and feelings: willingness to try out new ways of doing things as against adopting something proven or the status quo. Persist in doing something, in a determined way, despite difficulty or delay in achieving success or results seem not forthcoming. Not being too curious and cautious about what is different. Ignore perceived danger in favor of latent opportunities. Handle status with care such that relative position, which also determines rights and responsibilities are protected or maintained. Upholding self-respect by avoiding shame and loss of face for self and group. Ensuring pride, confidence, and positive thoughts. Facts and feelings: willingness to try out new ways of doing things as against adopting something proven or the status quo. Persist in doing something, in a determined way, despite difficulty or delay in achieving success or results seem not forthcoming. 10 Tolerance for uncertainty and poise/ confidence under such condition. 11 Encourage interdependence to eliminate absolute reliance on or control by someone or a group for continued operation. Adopting low-context communication, that is, explicit expressions against having to infer from circumstances around an idea. Allow competitive spirit by nurturing strong desire to be as good or to better than others in an activity of comparable nature. Being sparing with resources and practicing thrift such Establishing trust and eliminating fear. 12 13 14 Creating and sustaining shared values, fairness and ethical role models at all levels of the organization. People understanding the importance of their contribution and role in the organization. 473 Pairs Paired important attributes for achieving good quality Importance rankings Survey (Chinese) Case study Not being too curious and cautious about what is different. Ignore perceived danger in favor of latent opportunities. Encourage interdependence to eliminate absolute reliance on or control by someone or a group for continued operation. Upholding self-respect by avoiding shame and loss of face for self and group. Ensuring pride, confidence, and positive thoughts. Allow competitive spirit by nurturing strong desire to be as good or to better than others in an activity of comparable nature. 19 Persist in doing something, in a determined way, despite difficulty or delay in achieving success or results seem not forthcoming. 20 Tolerance for uncertainty and poise/ confidence under such condition. 21 Handle status with care such that relative position, which also determines rights and responsibilities are protected or maintained. 22 Adopting low-context communication, that is, explicit expressions against having to infer from circumstances around an idea. Facts and feelings: willingness to try out new ways of doing things as against adopting something proven or the status quo. 24 Persist in doing something, in a determined way, despite difficulty or delay in achieving success or results seem not forthcoming. 25 Tolerance for uncertainty and poise/ confidence under such condition. Handle status with care such that relative position, which also determines rights and responsibilities are protected or maintained. Adopting low-context communication, that is, explicit expressions against having to infer from circumstances around an idea. Facts and feelings: willingness to try out new ways of doing things as against adopting something proven or TQM NCD that money and other resources are carefully deployed. 15 16 17 18 23 People actively seeking opportunities to enhance their competence, knowledge and experience. Researching and understanding customer‟s needs and expectations. 26 27 28 Ensuring a balanced approach between satisfying the customers and other interested 474 Pairs Paired important attributes for achieving good quality Importance rankings NCD Survey (Chinese) Case study 29 Being sparing with resources and practicing thrift such that money and other resources are carefully deployed. 30 Tolerance for uncertainty and poise/ confidence under such condition. TQM parties. the status quo. Percent agreement with the Chinese 26.67 475 Appendix 50: Matrix – Case study 3‟s ranking Pairs Paired important attributes for achieving good quality Importance rankings NCD More of the Nigerians More of the Chinese Case study Upholding self-respect by avoiding shame and loss of face for self and group. Ensuring pride, confidence, and positive thoughts. Encourage interdependence to eliminate absolute reliance on or control by someone or a group for continued operation. Handle status with care such that relative position, which also determines rights and responsibilities are protected or maintained. Persist in doing something, in a determined way, despite difficulty or delay in achieving success or results seem not forthcoming. Allow competitive spirit by nurturing strong desire to be as good or to better than others in an activity of comparable nature. Tolerance for uncertainty and poise/ confidence under such condition. Upholding self-respect by avoiding shame and loss of face for self and group. Ensuring pride, confidence, and positive thoughts. Encourage interdependence to eliminate absolute reliance on or control by someone or a group for continued operation. Handle status with care such that relative position, which also determines rights and responsibilities are protected or maintained. Persist in doing something, in a determined way, despite difficulty or delay in achieving success or results seem not forthcoming. Allow competitive spirit by nurturing strong desire to be as good or to better than others in an activity of comparable nature. TQM 10 11 Researching and understanding customer‟s needs and expectations. People actively seeking opportunities to enhance their competence, knowledge and experience. 476 Pairs Paired important attributes for achieving good quality Importance rankings NCD More of the Nigerians More of the Chinese Case study 12 Tolerance for uncertainty and poise/ confidence under such condition. 13 Upholding self-respect by avoiding shame and loss of face for self and group. Ensuring pride, confidence, and positive thoughts. 14 Encourage interdependence to eliminate absolute reliance on or control by someone or a group for continued operation. Handle status with care such that relative position, which also determines rights and responsibilities are protected or maintained. Persist in doing something, in a determined way, despite difficulty or delay in achieving success or results seem not forthcoming. 17 Allow competitive spirit by nurturing strong desire to be as good or to better than others in an activity of comparable nature. 18 Tolerance for uncertainty and poise/ confidence under such condition. TQM 15 16 People understanding the importance of their contribution and role in the organization. Percent agreement with the Nigerians 50.00 CS3 Percent agreement with the Chinese 27.77 477 Appendix 51: Matrix 1A – Case study 4‟s ranking (Matrix B4) Pairs Paired important attributes for achieving good quality TQM NCD Importance rankings Survey (Chinese) Case study Handle status with care such that relative position, which also determines rights and responsibilities are protected or maintained. Upholding self-respect by avoiding shame and loss of face for self and group. Ensuring pride, confidence, and positive thoughts. Facts and feelings: willingness to try out new ways of doing things as against adopting something proven or the status quo. Persist in doing something, in a determined way, despite difficulty or delay in achieving success or results seem not forthcoming. Not being too curious and cautious about what is different. Ignore perceived danger in favor of latent opportunities. Handle status with care such that relative position, which also determines rights and responsibilities are protected or maintained. Upholding self-respect by avoiding shame and loss of face for self and group. Ensuring pride, confidence, and positive thoughts. Facts and feelings: willingness to try out new ways of doing things as against adopting something proven or the status quo. Persist in doing something, in a determined way, despite difficulty or delay in achieving success or results seem not forthcoming. 10 Tolerance for uncertainty and poise/ confidence under such condition. 11 Encourage interdependence to eliminate absolute reliance on or control by someone or a group for continued operation. Adopting low-context communication, that is, explicit expressions against having to infer from circumstances around an idea. Allow competitive spirit by nurturing strong desire to be as good or to better than others in an activity of comparable nature. Being sparing with resources and practicing thrift such Establishing trust and eliminating fear. 12 13 14 Creating and sustaining shared values, fairness and ethical role models at all levels of the organization. People understanding the importance of their contribution and role in the organization. 478 Pairs Paired important attributes for achieving good quality Importance rankings Survey (Chinese) Case study Not being too curious and cautious about what is different. Ignore perceived danger in favor of latent opportunities. Encourage interdependence to eliminate absolute reliance on or control by someone or a group for continued operation. Upholding self-respect by avoiding shame and loss of face for self and group. Ensuring pride, confidence, and positive thoughts. Allow competitive spirit by nurturing strong desire to be as good or to better than others in an activity of comparable nature. 19 Persist in doing something, in a determined way, despite difficulty or delay in achieving success or results seem not forthcoming. 20 Tolerance for uncertainty and poise/ confidence under such condition. 21 Handle status with care such that relative position, which also determines rights and responsibilities are protected or maintained. 22 Adopting low-context communication, that is, explicit expressions against having to infer from circumstances around an idea. Facts and feelings: willingness to try out new ways of doing things as against adopting something proven or the status quo. 24 Persist in doing something, in a determined way, despite difficulty or delay in achieving success or results seem not forthcoming. 25 Tolerance for uncertainty and poise/ confidence under such condition. Handle status with care such that relative position, which also determines rights and responsibilities are protected or maintained. Adopting low-context communication, that is, explicit expressions against having to infer from circumstances around an idea. Facts and feelings: willingness to try out new ways of doing things as against adopting something proven or TQM NCD that money and other resources are carefully deployed. 15 16 17 18 23 People actively seeking opportunities to enhance their competence, knowledge and experience. Researching and understanding customer‟s needs and expectations. 26 27 28 Ensuring a balanced approach between satisfying the customers and other interested 479 Pairs Paired important attributes for achieving good quality Importance rankings NCD Survey (Chinese) Case study 29 Being sparing with resources and practicing thrift such that money and other resources are carefully deployed. 30 Tolerance for uncertainty and poise/ confidence under such condition. TQM parties. the status quo. Percent agreement with the Chinese 56.67 480 Appendix 52: Matrix – Case study 4‟s ranking Pairs Paired important attributes for achieving good quality Importance rankings NCD More of the Nigerians More of the Chinese Case study Upholding self-respect by avoiding shame and loss of face for self and group. Ensuring pride, confidence, and positive thoughts. Encourage interdependence to eliminate absolute reliance on or control by someone or a group for continued operation. Handle status with care such that relative position, which also determines rights and responsibilities are protected or maintained. Persist in doing something, in a determined way, despite difficulty or delay in achieving success or results seem not forthcoming. Allow competitive spirit by nurturing strong desire to be as good or to better than others in an activity of comparable nature. Tolerance for uncertainty and poise/ confidence under such condition. Upholding self-respect by avoiding shame and loss of face for self and group. Ensuring pride, confidence, and positive thoughts. Encourage interdependence to eliminate absolute reliance on or control by someone or a group for continued operation. Handle status with care such that relative position, which also determines rights and responsibilities are protected or maintained. Persist in doing something, in a determined way, despite difficulty or delay in achieving success or results seem not forthcoming. Allow competitive spirit by nurturing strong desire to be as good or to better than others in an activity of comparable nature. TQM 10 11 Researching and understanding customer‟s needs and expectations. People actively seeking opportunities to enhance their competence, knowledge and experience. 481 Pairs Paired important attributes for achieving good quality Importance rankings NCD More of the Nigerians More of the Chinese Case study 12 Tolerance for uncertainty and poise/ confidence under such condition. 13 Upholding self-respect by avoiding shame and loss of face for self and group. Ensuring pride, confidence, and positive thoughts. 14 Encourage interdependence to eliminate absolute reliance on or control by someone or a group for continued operation. Handle status with care such that relative position, which also determines rights and responsibilities are protected or maintained. Persist in doing something, in a determined way, despite difficulty or delay in achieving success or results seem not forthcoming. 17 Allow competitive spirit by nurturing strong desire to be as good or to better than others in an activity of comparable nature. 18 Tolerance for uncertainty and poise/ confidence under such condition. TQM 15 16 People understanding the importance of their contribution and role in the organization. Percent agreement with the Nigerians 61.11 CS4 Percent agreement with the Chinese 55.56 482 Appendix 53: Matrix 1A – Percentage agreement of Matrices B1 to B4 using the survey result of the Chinese as the base Pairs *Importance rankings Survey result (Chinese) Good quality firms Poor quality firms Case study Case study Case study Case study 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 483 Pairs *Importance rankings Survey result (Chinese) Good quality firms Poor quality firms Case study Case study Case study Case study 27 28 29 30 60.00 43.33 26.67 60.00 Percentage agreement with the Chinese survey results 484 Appendix 54: Matrix – Percentage agreement of Matrices B1 to B4 with respect to the survey (the Chinese and the Nigerians) and the Delphi results Pairs Survey results (importance rankings) Nigerians Chinese Delphi results (ratings): (not important) to (very important) Case study results (importance rankings) Good quality firms Nigerians Case study Case study Case study Case study 1&2 10 11 12 13 14 15 16 17 18 Percentage agreements with the Nigerians 44.44 61.11 50.00 61.11 Percentage agreements with the Chinese 44.44 44.44 27.77 55.56 Percentage agreement with the Delphi 55.56 50.00 44.44 66.67 485 Appendix 55: Matrix 1A – Cohen‟s kappa for agreement between CS1 and CS2 and CS1 and CS4 Agreement between CS1 and CS2 Agreement between CS1 and CS4 Pairs CS1 CS2 Pairs CS1 CS4 10 10 11 11 12 12 13 13 14 14 15 15 16 16 17 17 18 18 19 19 20 20 21 21 22 22 23 23 24 24 25 25 26 26 27 27 486 Agreement between CS1 and CS2 Agreement between CS1 and CS4 Pairs CS1 CS2 Pairs CS1 CS4 28 28 29 29 30 30 Confusion matrix Confusion matrix CS2 CS1 CS4 or A or D Total or A or D Total or A 11 19 or A 11 19 or D 11 or D 11 Total 15 15 30 Total 20 10 30 CS1 Cohen’s kappa Cohen’s kappa P0 = A+D / N 0.600 0.433 P0 = A+D / N Pe = (A1 / N) (B1 / N) + (A2 / N) (B2 / N) 0.500 0.540 Pe = (A1 / N) (B1 / N) + (A2 / N) (B2 / N) K = P0 – Pe / - Pe 0.200 -0.239 K = P0 – Pe / - Pe z = K / SEk0 , where SEk0 = √ Pe / k (1 – Pe) and k = 30 1.095 -6.108 z = K / SEk0 , where SEk0 = √ Pe / k (1 – Pe) and k = 18 Critical value at α = 0.05, one-tailed 1.96 1.96 Critical value at α = 0.05, one-tailed 487 488 [...]... case studies on Matrix 3: Statistical testing for Hypothesis 3 (sub-hypotheses 3.1 and 3.2) …………….….251 8.8.5.4 Level 1 analysis of the four case studies‟ agreement on Matrix 3: Statistical testing for Hypothesis 3 (sub-hypotheses 3.3) ………….….253 8.8.5.5 Level 2 analysis of the four case studies‟ agreement on Matrix 3: Statistical testing for Hypothesis 3 (sub-hypotheses 3.3) ………….….256 8.9 Validation... Important NCD attributes (for self) 180 Table 8.7: Different statistical tests 185 Table 8.8: Results of testing sub-hypotheses 1.1 and 1.2 187 Table 8.9: Results of testing sub-hypothesis 1.3 189 Table 8.10: Results of testing sub-hypotheses 2.1, 2.2 and 2.3 193 Table 8.11: Percentage agreement between Delphi and survey rankings for TQM principles and NCDs ... studies‟ analyses 255 Table 8.25: Case studies‟ analyses (Pairs 10, 13, 14 and 15) 256 Table 8.26: The six critical pairs in Matrix 3 258 Table 8.27: Results of testing sub-hypothesis 3.3 (sub sub-hypotheses 3.3.1 to 3.3.5) 260 Table 8.28: Developing QMAM for the Chinese firms in Nigeria 265 Table 8.29: Service quality performance quotients for the case studies 269... challenges with regard to quality in the delivery of their services Among Nigerian construction practitioners, the perceptions of the Chinese firms‟ quality of services vary and remained kaleidoscopic that Babatunde and Low (2008) theorized the perceptions as culturally influenced, pending empirical findings Alleged conspiracy with local practitioners (Ukaoha, 2009; Wang, 2008), hoarding of information on... construction services between them and their Nigerian counterparts have yet to be investigated as well Filling this gap is crucial in view of the roles that the Chinese firms continue to play in Nigeria (Babatunde and Low, 2013) In addition, filling the gap by adopting the five NCDs mentioned earlier will substantiate the sustained Chinese firms‟ operations in Nigeria unlike the other foreign firms There... Chinese firms in Nigeria to achieve good quality performance 7 1.5 Research hypotheses To fulfill the aim and objectives, the following hypotheses are set out Corresponding to Objectives 2 and 3, Hypothesis 1 (H1): Differences exist in the perceptions of the influences of national culture and TQM principles on the management of quality between the Chinese and the Nigerians The corresponding sub-hypotheses... There is a significant difference in the perceptions of the influences of national culture and TQM principles on quality management between the Chinese and the Nigerians Corresponding to Objective 4, Hypothesis 2 (H2): Quality perceptions of the Chinese and the Nigerians are influenced by their national cultures The corresponding sub-hypotheses are: H2.1: There is significant association between China‟s... association between the Chinese and the Nigerians‟ rankings of the perceived influences of national culture on quality management among themselves and for each other Corresponding to Objective 5, Hypothesis 3 (H3): Chinese firms that are able to identify and manage differences on the influences of national culture on TQM, between them and the Nigerians, are perceived as firms with good quality performance . CHINESE CONSTRUCTION FIRMS IN NIGERIA BABATUNDE OLUWAYOMI KAYODE (MSc.PM, NUS; M.Arch. O.A.U.; B.Sc. (Hons.) Architecture, O.A.U.) A THESIS SUBMITTED FOR THE DEGREE OF DOCTOR. that the thesis is my original work and it has been written by me in its entirety. I have duly acknowledged all the sources of information, which have been used in the thesis. This thesis has. the thesis committee members Professor Ofori George and Associate Professor Ling Yean Yng, Florence, whose valuable insights helped to shape this thesis. My wonderful family members (the Babatundes: