Abstract
The implementation of a sustainable continuous improvement (CI) program is particularly challenging in China, as traditional Chinese organizational cultures, management systems, and workforce characteristics tend to deter employee empowerment and participation. The research presented here, which is carried out in the Chinese plant of a leading multinational company, challenges the assumption of independency between employee motivation, ability and knowledge in the CI context. It illustrates the importance of focusing on developing employee ability to participate in CI activities as well as their knowledge of what they are expected to do in the CI context in order to encourage CI participation. Furthermore, the value of employee differentiation in enabling companies to gain insights into specific CI weaknesses that might deter CI participation is examined.