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The importance of national culture in operations management research

Mark Pagell (College of Business, Oregon State University, Corvallis, Oregon, USA)
Jeffrey P. Katz (College of Business, Oregon State University, Corvallis, Oregon, USA)
Chwen Sheu (Department of Management, Kansas State University, Manhattan, Kansas, USA)

International Journal of Operations & Production Management

ISSN: 0144-3577

Article publication date: 1 April 2005

Abstract

Purpose

The purpose of this study is to test the validity of national culture as an explanatory construct for international operations management decision‐making.

Design/methodology/approach

National culture is multi‐dimensional thereby allowing for much finer grained comparisons than are possible when examining differences based purely on geography or the level of industrialization. This proposition is examined from the theoretical standpoint then empirically investigated using an existing database.

Findings

This article finds that national culture significantly explains international operations management behaviors among similar manufacturing plants in the same industry located in different cultures.

Originality/value

This study represents a first attempt at using national culture to explain differences of operations decision‐making.

Keywords

Citation

Pagell, M., Katz, J.P. and Sheu, C. (2005), "The importance of national culture in operations management research", International Journal of Operations & Production Management, Vol. 25 No. 4, pp. 371-394. https://doi.org/10.1108/01443570510585552

Publisher

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Emerald Group Publishing Limited

Copyright © 2005, Emerald Group Publishing Limited