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The Influence of National Culture on the Level and Outcome of IS Development Decisions

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  • Jon Heales
  • Sophie Cockcroft
  • Corina Raduescu

Abstract

Would the outcome of a Global multinational organization's decision be the same if the same decision were to be made in different countries throughout the world? Within the same organization, we propose that national cultural differences can influence decision making in different countries and cultural clusters. While much work has been done on organizational cultural influences, this study examines the influence that national culture has on organizational decision making in respect to the evolution/redevelopment decision that organizations may face at a point in time. Building on findings from the GLOBE research program, we show by empirical testing of a theoretical model that national cultural dimensions are significantly associated with a) the outcome of the decision to enhance or re-develop a system, and b) the organizational level at which such decisions are made. This research is significant as a means to improve management decision making, particularly with regard to the enhancement versus redevelopment decision. The research suggests that a relatively uniform sub-culture exists across the global IS project level but that national cultural dimensions play a more important role in determining the organizational management level at which decisions are made. Our analysis also suggests that technical factors (Upper case tools and platform) carry more influence in the outcome of the decision at the project level (i.e., development or enhancement). However, human factors (national cultural dimensions) were seen to be more important at the management level (i.e., where the decision was made).

Suggested Citation

  • Jon Heales & Sophie Cockcroft & Corina Raduescu, 2004. "The Influence of National Culture on the Level and Outcome of IS Development Decisions," Journal of Global Information Technology Management, Taylor & Francis Journals, vol. 7(4), pages 3-28, October.
  • Handle: RePEc:taf:ugitxx:v:7:y:2004:i:4:p:3-28
    DOI: 10.1080/1097198X.2004.10856382
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    Citations

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    Cited by:

    1. Deanna House, 2012. "Factors that Inhibit Globally Distributed Software Development Teams," International Journal of Business and Social Research, LAR Center Press, vol. 2(6), pages 135-153, November.
    2. Bagchi, Kallol & Kirs, Peeter & Udo, Godwin & Cerveny, Robert, 2015. "Characteristics and determinants of insourced and offshored projects: A comparative analysis," Journal of World Business, Elsevier, vol. 50(1), pages 108-121.
    3. François Facchini & Louis Jaeck & Chafik Bouhaddioui, 2021. "Culture and Entrepreneurship in the United Arab Emirates," Journal of the Knowledge Economy, Springer;Portland International Center for Management of Engineering and Technology (PICMET), vol. 12(3), pages 1245-1269, September.
    4. Woszczynski, Amy B. & Dembla, Pamila & Zafar, Humayun, 2016. "Gender-based differences in culture in the Indian IT workplace," International Journal of Information Management, Elsevier, vol. 36(4), pages 507-519.
    5. Deanna House, 2012. "Factors that Inhibit Globally Distributed Software Development Teams," International Journal of Business and Social Research, MIR Center for Socio-Economic Research, vol. 2(6), pages 135-153, November.
    6. Omar Khalil & Laila Marouf, 2017. "A Cultural Interpretation of Nations’ Readiness for Knowledge Economy," Journal of the Knowledge Economy, Springer;Portland International Center for Management of Engineering and Technology (PICMET), vol. 8(1), pages 97-126, March.

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