This study engages in the competing values framework to capture the underlying value of organizational culture. Survey data collected from 880 Iran manufacturing plants, the relationships between four culture types and three Six Sigma practices were examined via the structural equation modeling technique. The results show the differential effects of the culture types on the implementation of Six Sigma practices. The implications of the links between different cultures and different Six Sigma practices are discussed. The advantage of each culture type should help managers achieve effective implementation of Six Sigma practices from a whole perspective of quality management and culture.
