Culture and Congruence: The Fit Between Management Practices and National Culture

Newman, Karen L.; Nollen, Stanley D.

doi:10.1057/palgrave.jibs.8490152

Cited by 908 publications

(740 citation statements)

References 32 publications

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“…The attitudes, behaviors, and values mentioned above take on added meaning with respect to time, language, and cultural context. This definition is consistent with other definitions that national culture defines on behaviors, attitudes, and values of the members of that society (Hunt, Osborn, & Shermerhorn, 1994;Newman & Nollen, 1996). …”

Section: Culture and Leadership Stylessupporting

confidence: 85%

Culture and Leadership in the 21st Century

Alapo¹

2017

JCRS

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Section: Culture and Leadership Stylessupporting

confidence: 85%

Culture and Leadership in the 21st Century

Alapo¹

2017

JCRS

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“…There is much research that investigate the impact of national culture on different improvement programmes [e.g. 3,4,5], but our literature review shows that the current research is largely inconclusive in which specific cultures are favourable for the programme implementation. We also find that there is abundance of research that use perception-based surveys to empirically investigate the link between Hofstede's five cultural dimensions and process improvement, but real-life case studies that make use of factual performance data are rare or absent in the current literature.…”

Section: Introductionmentioning

confidence: 92%

“…This question has been abundantly investigated in operations management research. Popular approaches in this research is to operationalise national culture based on Hofstede's [8,9] well-defined and much used types of culture attributes [3,5,7,10,11], or the extension known as the GLOBE-framework [4,12,13]. In his seminal study of 116.000 employees in IBM in 50 countries from 1967-1973, Hofstede [9] suggested four cultural dimensions: High versus low power distance, individualism versus collectivism, high versus low uncertainty avoidance, and masculinity versus femininity.…”

Section: Literature Reviewmentioning

confidence: 99%

The Insignificant Role of National Culture in Global Lean Programmes

Netland

Mediavilla

Errasti

2013

IFIP Advances in Information and Communication Technology

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Abstract. Large corporations are increasingly implementing lasting corporate improvement programmes based on lean thinking in their global production networks. The aim is to improve operational efficiency by sharing best operational practices and foster continuous improvement among all subsidiaries. However, it remains an open question why implementation success differs substantially across cultures and sister plants for most companies. We review the existing literature on improvement programmes and culture, and compare the current state of the art with unique quantitative data from 80 factories belonging to two global manufacturing companies. We surprisingly find no explanatory power in national culture (measured with Hofstede's model) and propose that other factors such as the organisational culture and the strategic role of the plant matters far more.

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“…First, low power distance is associated with decentralized decision making and less authoritative leadership (Newman & Nollen, 1996) and with more ambiguous roles and responsibilities (Kirkman & Shapiro 1997). Consequently, the effectiveness of practices such as work involvement varies with power distance: in high power distance countries employees follow instrumental incentives, whereas symbolic values are more important to motivate employees in low power distance countries (Jiang et al, 2015).…”

Section: Informal Institutions: Normative Controlmentioning

confidence: 99%