This study explores the drivers of process improvement in Chinese multinational corporations (MNCs), addressing a critical gap in the understanding of the shape efficiency and competitiveness of internal and external factors in global operations. Building on the distinct institutional, cultural, and governance contexts of Chinese firms, this study seeks to identify and prioritize the multidimensional elements that influence process improvement.
A two-round Delphi method was employed to engage managers from diverse Chinese MNCs through purposive and snowball sampling. In the first round, participants identified themes related to process improvement, which were thematically analyzed and consolidated into four dimensions: financial planning, human resource management, technological advancement, and macroeconomic components. In the second round, experts ranked these dimensions with consensus measured using Kendall's W.
Results reveal that financial planning is the most influential driver, providing a structural foundation for resource allocation, risk management, and long-term stability. Human resource management has emerged as the second priority, functioning as a mechanism for translating strategic intent into organizational capability. Technological advancement ranked third, and is recognized as a catalytic force contingent upon financial and human capital readiness. Macroeconomic factors, although ranked lowest, were acknowledged as boundary conditions shaping firms' adaptive strategies.
This study advances this theory by conceptualizing process improvement as a multidimensional construct situated within the distinctive context of Chinese multinational expansion. Practically, the results offer managers a framework for prioritizing strategic financial oversight, workforce development, and technology adoption while also informing policymakers on creating supportive environments for sustainable competitiveness.
