There is a universal consensus regarding the role of national culture in influencing operations management (OM) practices, yet its impact remains largely underexplored. This paper builds on the cross-cultural OM research framework that consists of three categories: operational decisions, supply chain management, and interdisciplinary topics. It highlights how national culture influences key operations and supply chain areas pertaining to product return policies, dynamic operations complexity, and buyer-supplier conflict management in cross-cultural relationships. This study further highlights national culture's role in determining post-acquisition performance in cross-border mergers and acquisitions, pre-release (digital) piracy, and the relationship between language and operational performance in supply chains. The paper further addresses emerging challenges in the field by introducing new research themes. It concludes with recommendations for future research, offering valuable guidance for scholars and practitioners navigating the complexities of managing culturally diverse and globally interconnected operations.
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