International Journal of Management

Perceived service quality is commonly modeled as a function of customers’ expectations and their evaluations of service encounters. However, customers’ expectations, tolerance for service variability, interpretations of employee behavior, and judgments of fairness are embedded within national cultural value systems. This paper develops and tests an integrative framework explaining how national culture shapes perceived service quality through (a) expectation formation, (b) attribution of service outcomes, (c) interaction preferences, and (d) the relative weighting of service quality dimensions (reliability, responsiveness, assurance, empathy, and tangibles). Drawing on Hofstede’s cultural dimensions and complementary cross-cultural theories, we propose a set of hypotheses linking cultural values (individualism–collectivism, power distance, uncertainty avoidance, masculinity–femininity, and long-term orientation) to service quality perceptions. Using a multi-country, scenario-based survey design (N = 1,248) across four national contexts, we estimate measurement invariance and structural relationships via multi-group structural equation modeling. Results suggest that uncertainty avoidance strongly amplifies the importance of reliability and process clarity, power distance increases the weight placed on assurance and professionalism, and collectivism increases sensitivity to empathy and relational warmth. The findings offer actionable implications for international service firms regarding service blueprinting, frontline training, complaint handling, and communication strategies. The paper contributes by clarifying mechanisms through which national culture systematically alters what customers interpret as “quality,” and by outlining adaptation strategies that preserve brand consistency while meeting culturally grounded expectations.