How Organizational and National Cultures Influence the Adoption of Lean and I4.0 Practices: An Italian and Norwegian Comparative Analysis

In recent years, companies have faced a competitive environment characterized by globalization, digitalization, and increasing market complexity. In this context, two paradigms have become central: Lean Management (LM), understood as both a set of tools and an organizational philosophy, and Industry 4.0 (I4.0), representing the integration of physical and digital systems. However, prior research shows that their implementation is not linear, as it is strongly influenced by cultural factors. Starting from this problem, the study pursues two objectives: (i) to examine whether, and to what extent, national culture influences organizational culture, and whether the latter can mitigate or enhance the effects of the national context; (ii) to identify which organizational culture is most conducive to the adoption of LM and I4.0. Methodologically, the research combines a literature review with a comparative case study of two food-sector companies operating in different national contexts: Alpha (Italy) and Beta (Norway). The analysis is based on established frameworks, including the Organizational Culture Assessment Instrument (OCAI) and the I4.0 Maturity Model, and is supported by interviews, questionnaires, and direct observations. The results show that national culture significantly affects the speed of implementation and the way these paradigms are perceived. Nevertheless, organizational culture can be shaped to overcome limitations and enhance strengths. In particular, an adhocracy culture facilitates the adoption of both paradigms, while hybrid cultures are especially effective for LM implementation. This paper contributes by integrating perspectives often studied separately and provides practical guidelines for assessing and adapting organizational culture in transformation processes.