Relationships between national culture and Lean Management: A literature Review

Anne Francine de Souza Martins, Roberta Costa Affonso (), Simon Tamayo (), Samir Lamouri () and Christine Baldy Ngayo
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Anne Francine de Souza Martins: Arts et Métiers ParisTech
Roberta Costa Affonso: QUARTZ - Laboratoire QUARTZ - UP8 - Université Paris 8 Vincennes-Saint-Denis - ENSEA - Ecole Nationale Supérieure de l'Electronique et de ses Applications - SUPMECA - SUPMECA - Institut supérieur de mécanique de Paris - EISTI - Ecole Internationale des Sciences du Traitement de l'Information
Simon Tamayo: Mines Paris - PSL (École nationale supérieure des mines de Paris) - PSL - Université Paris Sciences et Lettres
Samir Lamouri: LAMIH - Laboratoire d'Automatique, de Mécanique et d'Informatique industrielles et Humaines - UMR 8201 - UVHC - Université de Valenciennes et du Hainaut-Cambrésis - CNRS - Centre National de la Recherche Scientifique
Christine Baldy Ngayo: HEC Paris - Ecole des Hautes Etudes Commerciales

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Abstract: In an increasingly volatile, globalized, and demanding market, Lean is the differential factor that could increase companies' competitiveness and efficiency. In spite of the abundant literature addressing Lean system's technical aspects, there has been little discussion on the importance of national culture in Lean's implementation process. It has been proven that the implementation of lean practices do not always produce the intended results and national culture has been highlighted as one of the contextual variables that may explain the success or failure of Lean practices. Since companies are influenced by the culture of the country where they're located, some comparative advantages may occur due to their location, making it necessary to adjust Lean's implementation process to national culture. The purpose of this article is to propose a literature review to examine the relationship between national culture and Lean Management. This study explores the assertions and/or contradictions found in the literature regarding the cultural dimensions that may act as enablers or withholders to the lean principles and practices.

Keywords: "Cultural differences"; "Standards organizations"; "Companies"; "Bibliographies"; "Total quality management"; "Uncertainty" (search for similar items in EconPapers)
Date: 2015-10-21
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Published in 2015 International Conference on Industrial Engineering and Systems Management (IESM), Oct 2015, Seville, Spain. ⟨10.1109/IESM.2015.7380183⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-01840642

DOI: 10.1109/IESM.2015.7380183

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