This study explores how social culture (SC) influences the adoption of lean–green practices (LGN) in medium- and large-sized firms in Ecuador. Drawing on Hofstede’s cultural framework, it examines how cultural dimensions – Power Distance (PDI), Individualism (IDV), Masculinity (MAS), Uncertainty Avoidance (UAI), Long-Term Orientation (LTO), and Indulgence (IVR) – shape managerial values and, ultimately, the implementation of lean–green strategies. These strategies are considered across three main domains: supplier relationships (RLS), customer relationships (SCR), and internal business processes (BSP).
The research applied a non-experimental, correlational design, using an online survey with 262 senior executives from companies listed in the Merco corporate reputation ranking. Data were analyzed through structural equation modeling (SEM).
Results show that all cultural dimensions have a significant effect on lean–green practices. Among them, LTO and MAS stand out as particularly influential in shaping SCR and BSP.
By linking social culture directly to lean–green practices, this study positions culture as a strategic enabler of organizational sustainability. It offers practical guidance for aligning sustainability initiatives with cultural values, highlighting implications that are especially relevant for firms operating in dynamic and fast-changing emerging economies.
