Cooperatives offer a suitable model to address major social challenges. However, to function efficiently and effectively, they must invest in projects. Faced with such a situation, cooperatives may encounter various barriers. A key determinant of cooperative management is culture, which can condition the investment in projects. Therefore, this study examines how interactions among Hofstede’s six cultural dimensions can explain the perceived ability of cooperatives to invest in projects on time in the face of multiple barriers.
Qualitative comparative analysis (QCA) was applied to a sample of 81 cooperatives.
The article identifies two configurations that explain the perceived ability to implement projects in a timely fashion and two configurations leading to the absence of such a perception. The interaction between power distance and individualism is observed to play a central role. In contrast, uncertainty avoidance does not appear to be relevant.
The current study confirms the potential for deeper exploration of the effects of interactions between various dimensions of organisational culture if cooperatives want to act in an entrepreneurial way through investment in new projects.
