Over the past few decades, Total Quality Management (TQM) has become a worldwide phenomenon. Research has indicated that it enables organizations to achieve both hard and soft outcomes. Instances of improved product and service quality, reduced costs and waste, as well as enhancements in the quality of working life, participation, and commitment of organization members are often documented. Although TQM is frequently labeled as having its cultural origins in Japan, this paper argues that it is a self-emergent and independent set of philosophies. TQM may be implemented in any cultural setting and its success or failure depends largely on how it is fused with the relevant national and organizational cultures. This theoretical model of a culture-specific TQM is exemplified through three cases of Chinese TQM companies operating in Hong Kong and mainland China. Using in-depth interviews, some salient characteristics of how TQM is implemented in line with indigenous Chinese cultural values are identified. Implications for further development of TQM theories based on a culturalist approach are suggested.