The Effect of Moderating Role of Organizational Culture on the Relationship between Practices of Lean and Operational Performance in the Persian Gulf International Transport Company

This study was carried out to investigate the moderating role of organizational culture on the relationship between lean practices and operational performance in the services sector. In this study, in order to measure The operational culture variable Was used the nine dimensions of culture Globe where is including Future orientation, Humane orientation, In-group collectivism, between-group collectivism, Performance orientation, Uncertainty avoidance, Assertiveness, Power distance, Gender Egalitarianism. The statistical community of The study included 195 managers of Persian Gulf International Transport Company, which then shortened by randomly picking 129 people from them by cocran formula and this would function as The sample volume. Data collected by using questionnaire was conducted. Data analysis was assisted using structural equations modeling and smartPLS2 software. The study results showed that lean practices affect the operational performance, but organizational culture dose not moderate the relationship between these two variables. Nevertheless, by examining the moderating role for individual dimensions of the organizational culture was determined only Future orientation, between-group collectivism, Performance orientation and power distance, are moderated relationship between lean practices and operational performance.