National culture and operations management: a structured literature review

Boscari, Stefania; Bortolotti, Thomas; Netland, Torbjørn H.; Rich, Nick

doi:10.1080/00207543.2018.1461275

Cited by 37 publications

(33 citation statements)

References 93 publications

(122 reference statements)

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“…Markus and Kitayama, 1991; House et al , 2001). These frameworks use a set of cultural values to capture similarities and differences in people's behaviour and interaction in the social world (Boscari et al , 2018). Hofstede (1980), as the pioneer of the cross-cultural research, provides a framework that is based on five core cultural values: collectivism, uncertainty avoidance, power distance, masculinity and long-term orientation.…”

Section: Literature Reviewmentioning

confidence: 99%

The effect of cultural value orientations on responses to supply-side disruption

Sarafan

Squire

Brandon‐Jones

2020

IJOPM

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PurposePast research has shown that culture has significant effects on people's evaluation of and responses to risk. Despite this important role, the supply chain risk literature has been silent on this matter. The purpose of this paper is to examine the impact of cultural value orientations on managerial perception of and responses to a supply disruption risk.Design/methodology/approachThe authors conduct a scenario-based experiment to investigate the effect of cultural value orientations – i.e. individualism-collectivism and uncertainty avoidance – on individuals' perception of risk and supplier switching intention in the face of a supply disruption.FindingsThe findings highlight the negative effect of individualism-collectivism on disruption risk perception and switching intention in high uncertain circumstances. However, these relationships are non-significant in relatively less uncertain situations. Moreover, the findings show that the impact of uncertainty avoidance on risk perception and supplier switching is positive and significant in both low and high uncertain circumstances.Originality/valueExtant research has traditionally assumed that when confronted with disruption risks, managers make decisions using an economic utility model, to best serve the long-term objectives of the firm. This paper draws from advances of behavioural research to show that cultural value orientations influence such decisions through a mediating mechanism of subjective risk perception.

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Section: Literature Reviewmentioning

confidence: 99%

The effect of cultural value orientations on responses to supply-side disruption

Sarafan

Squire

Brandon‐Jones

2020

IJOPM

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“…Some of the cultural features seem to affect the operational management strategy (ie institutional collectivism and the avoidance of uncertainty), while the differences between the execution and the improvement of the organizational management are explained by a wider range of cultural features. On the other hand, there were found contrasting results identified, which can be explained by the limited analysis of a contextual variables that interact with the national culture [Boscari et al, 2018].…”

Section: Links Between Human Resources Management and Operations Manamentioning

confidence: 93%

Approaches to Staff Behaviour From the Perspective of Operations Management

Cretoiu

2019

ASHU- ES

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Operational management or operations management, as established in many speciality papers, is an area of activity that is particularly important for the successful implementation of business activities and not only. From the point of view of the connections that can be established between this concept and the one regarding the staff management, we note the direct influence that the degree of motivation in the work, the commitment and the connection to the specific values of a certain organizational culture have on the performance of the subsidiary activities of the operations management. Effective operations management implies not only the optimal use of the organization’s resources, but also the engagement of staff through a behaviour whose specific features emphasize responsibility, teamwork, transparency, and commitment to assigned tasks. This article highlights the need for the staff to be connected as well as possible to the organization’s values and objectives; the efficient management of operations within it is closely connected to the level of harmonization between the values and objectives, on the one hand, and the interests and motivation of the employees, on the other hand.

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“…That is, performance outcomes rest with various external environments and internal constraints (Fiedler, 1964). National culture refers to the mind’s collective programming (Hofstede, 2010) and attracts research attention on operations management with the recent increase in supply chain globalization (Boscari et al , 2018). Pagell et al (2005) exploit four cultural dimensions to explain the differences in operational decisions.…”

Section: Theoretical Developmentmentioning

confidence: 99%

Does national culture matter? Understanding the impact of supply chain integration in multiple countries

Liu

Tan

Mao

et al. 2021

SCM

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Purpose With increasing globalization, supply chain management in various national cultures requires understanding. This study aims to examine the moderating effects of individualistic and uncertainty avoidance cultures on the relationship between supply chain integration (SCI) and different dimensions of firm performance (i.e. flexibility and financial). Design/methodology/approach This study collected 124 pairwise survey data from supply chain and senior managers of retail firms in 35 countries. Hofstede’s national culture index was used to examine the moderating effects. Structural equation modeling and regression analysis were used to test the model. Findings Results corroborate that in a higher uncertainty avoidance culture, the positive influence of SCI on flexibility performance is stronger, but that on financial performance is weaker. By contrast, individualism reduces the positive influence of SCI on financial performance, but does not moderate that on flexibility performance. Originality/value This paper proposes a contingent model for SCI-performance relationships by integrating the relational view and the national cultural perspective. Critical national cultural dimensions moderate the effects of SCI on flexibility and financial performance. Therefore, operational managers should design differential SCI strategies in various cultural settings.

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National culture and operations management: a structured literature review

Cited by 37 publications

References 93 publications

The effect of cultural value orientations on responses to supply-side disruption

The effect of cultural value orientations on responses to supply-side disruption

Approaches to Staff Behaviour From the Perspective of Operations Management

Does national culture matter? Understanding the impact of supply chain integration in multiple countries

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