Does national culture matter?

Shan Liu, Jing Tan, Hongyi Mao and Yeming Gong ()
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Shan Liu: Xi'an Jiaotong University (China, Xi'an) - XJTU
Jing Tan: Xi'an Jiaotong University (China, Xi'an) - XJTU
Hongyi Mao: Guizhou University of Finance and Economics (China, Guiyang) - GUFE
Yeming Gong: EM - EMLyon Business School

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Abstract: 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.

Keywords: Operations strategy; national culture; Operations Management; Supply chain management (search for similar items in EconPapers)
Date: 2021-07-13
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Published in Supply Chain Management: An International Journal, 2021, 26 (5), pp.610 - 628. ⟨10.1108/SCM-03-2020-0099⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-05603425

DOI: 10.1108/SCM-03-2020-0099

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