| Continuous Improvement (CI) is a planned, organized and systematic process of ongoing, incremental and company-wide change of existing practices aimed at improving company's performance. Companies deploy these practices in their organizations with a vision and objective of bringing quality in their products, services and processes but few of them are able to successfully meet this objective. Especially the success ratio in developing countries is much less as compared to developed countries in this regard.This study was therefore undertaken to identify and examine factors that promote successful implementation of continuous improvement practices in organizations. In this regard it was preferred to first, Benchmark and study some developed country's companies who have successfully deployed these practices in their organizations and their cultural aspects which indirectly influence companies and workers behaviors. Second study behavior of companies from some developing country by using similar survey questionnaire for a productive comparative analysis and propose recommendations for improvement.First, a survey was conducted in Pakistan (researcher's home country) during late year 2004 with focus on manufacturing companies only. Total samples of 50 ISO 9001:2000 certified companies were gathered, both large companies and (SMEs), belonging to both private and public sector. The survey results were gathered from 7 different industrial cities of Pakistan. A proposed questionnaire of CINet (Continuous Innovation Network) was used, so that latter on, a productive comparison could be made with some other CINet member developed country. The results gathered here were found highly useful in determining the approach of Pakistani companies towards quality culture.Second, during survey in Pakistan, the ISO certification issuing and monitoring bodies in Pakistan were approached and were consulted about their clients'quantity, their certification issuance procedures and quality audit methods. The Government policies in promoting quality culture in Pakistani industry was also studied and the triggers for the quality certification acquisition (here ISO 9000) were investigated.Third, after survey results collection in Pakistan, a comparison was made with Spanish companies. The selection of Spain was made on grounds of having the survey results with the same questionnaire (CINet) and same period i.e. during year 2004, and with highest sample size of 105 ISO certified companies among other member CINet countries. Besides Spain has a developed country status and the companies have vast experience and fruitful outcomes of continuous improvement practices.Fourth, besides general statistical comparison, a Performance Appraisal Structural Equation Model (SEM) (Regression Equation Model) was proposed for both countries'companies, with a view of studying the relationship and influence of determinants (Measures, Incentives and Quality Tools) on Business Performance. The statistical techniques used to define relationships include Chi-square and Regression and Correlation analysis only as the data collected here was of nominal scale.Fifth, besides statistical analysis, in General Discussion, cross-cultural and quality culture differences, ISO certification outcomes, Eastern Vs Western cultural and organizational behavioral differences of both countries were studied to observe those factors which indirectly influence the success and failure of continuous improvement programs and survival of companies in both countries.In analysis, the results and experiences of Spanish companies were found more fruitful due to their extensive usage of improvement activities across organization rather than limited in Pakistani companies. Cross-cultural comparison was useful in observing the socio/economic, political/legal and educational aspects in both countries. Finally some humble recommendations for improvement specially oriented to Pakistani companies and directions for future research were proposed.
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