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Exploring the impact of national culture on investments in manufacturing practices and performance: An empirical multi‐country study

Frank Wiengarten (Department of Operations and Innovation Management, ESADE School of Business, Ramon Llull University, Barcelona, Spain)
Brian Fynes (UCD Michael Smurfit Graduate School of Business, University College Dublin, Dublin, Ireland)
Mark Pagell (Schulich School of Business, York University, Toronto, Canada)
Seán de Búrca (UCD Michael Smurfit Graduate School of Business, University College Dublin, Dublin, Ireland)

International Journal of Operations & Production Management

ISSN: 0144-3577

Article publication date: 26 April 2011

Abstract

Purpose

The purpose of this study is to assess how differences in national culture influence the impact of investments in manufacturing practices on operational performance. The paper addresses the following research question: does national culture affect the efficacy of investments in manufacturing practices?

Design/methodology/approach

Hofstede's model of national culture is used to test whether there are operational performance differences when organisations in different cultural contexts invest in identical manufacturing practices. The research question is explored and answered by assessing the moderating role of national culture using ordinary least square analysis.

Findings

The results suggest that some dimensions of national culture significantly moderate the impact of investments in manufacturing practices on manufacturing performance.

Originality/value

This study represents a comprehensive attempt to explain differences in the impact of manufacturing practices investments on operational performance improvements in terms of cultural differences.

Keywords

Citation

Wiengarten, F., Fynes, B., Pagell, M. and de Búrca, S. (2011), "Exploring the impact of national culture on investments in manufacturing practices and performance: An empirical multi‐country study", International Journal of Operations & Production Management, Vol. 31 No. 5, pp. 554-578. https://doi.org/10.1108/01443571111126328

Publisher

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Emerald Group Publishing Limited

Copyright © 2011, Emerald Group Publishing Limited