Abstract
A large body of researches has demonstrated that cultural values directly influence the success of organizational strategies and managerial actions. On the same way, the successful use of Lean Manufacturing (LM) practices requires more than the use of tools. Although many manufacturing facilities worldwide use LM practices, dimensions of nation’s culture and leadership may moderate the expected results from the LM implementation. Using LM background and cultural data, this paper presents the results of an exploratory study on the moderation of Lean Leadership effectiveness by dimensions of national cultural values. The study was based on the feedback from the practice of Lean Leadership in various multinationals based in Morocco. A questionnaire was elaborated, validated, and sent to overall 120 respondents holding various management and operational positions in many multinational companies. The results of this study are used to identify directions for proposing an adapting model of operations management to the Moroccan SMEs.
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