Public infrastructure obstacles (e.g., power outages, transport disruptions) universally impact business operations, yet existing studies largely overlook the critical moderating role of national culture. This research addresses this gap by examining how cultural dimensions shape firms' resilience to utility challenges, offering new insights for global operations strategy.

Key Research Innovations

1. Cultural Lens:

• Reveals high power distance (PDI) and uncertainty avoidance (UAI) exacerbate productivity losses from power shortages.

• Identifies long-term orientation (LTO) mitigates power-related inefficiencies, while individualism (IDV) and masculinity (MAS) buffer transport障碍 impacts.

2. Global Dataset:

• Analyzes World Bank Enterprise Surveys (WBES) across 41 countries and 28 industries.

• Develops a moderated regression model (see Figure).

3. Practical Implications:

• Guides multinationals in site selection and culture-aware risk management.

• Advocates tailored strategies: e.g., decentralized decision-making in high-PDI cultures.

Publication & Authors

Published in Journal of Operations Management (UTD24, Sept 2024, Vol.70(6)) by:

• Jiang Shenyang (Asst. Prof, Hong Kong PolyU)

• He Huan (Ph.D. Candidate, Tianjin University)

• Liu Xiaowei (Lecturer, Wuhan University; corresponding author)

• Huo Baofeng (Prof, Zhejiang University)

DOI: 10.1002/joom.1329

Researcher Profile
Liu Xiaowei
Lecturer, Department of Management Science & Engineering, Wuhan University
Key Publication: JOM (UTD24) on culture-operations interplay
Research Focus: Global supply chain resilience, cross-cultural management

Contributed by: Office of Scientific Research
Edited by: Lan Song
Reviewed by: Yanqing Liu