IMPACT OF ORGANIZATIONAL CULTURE ON TECHNOLOGY USE IN A DEVELOPING COUNTRY

Governments all over the world are spending millions in information technology to collect and distribute valuable information to their citizens. Unified Theory of Acceptance and Use of Technology (UTAUT) is a useful model for managers to assess the likelihood of acceptance of a new technology within an organization. In this paper, we consider organizational culture as an antecedent to the UTAUT model to evaluate factors that influence users acceptance and use of the Internet technology. We investigated the role of organizational culture in the adoption of Internet technology in a government agency in a developing country, India. We found that organizational culture influences adoption of Internet technology. We also found that the UTAUT is a valid model that can explain technology adoption in a developing country

A comparison on the capabilities of Malaysian SMEs with different equity structure in implementing advanced manufacturing technologies

The principal ownership of firms by equity structure or country reflects the differences in management styles and practices. Based on a “culture” of origin, many researchers have argued that national culture and different equity structure have an impact on management strategies and practices. In Malaysia, different equity structure based on the Bumiputra (the people of the land) and non-Bumiputra may have an influence in the implementation process of advanced manufacturing technology. Since the SMEs in Malaysia play a vital role in developing the economy, the use of technologies has been one of the main focuses by the government. Using data collected from 136 manufacturing companies in Malaysia, this paper presents the results of a study on the differences between the Bumiputra and Non-Bumiputra SMEs implementing Advanced Manufacturing Technology (AMT). The survey results showed that although the Bumiputra scored better in its organizational structure planning, provisions and training, it has less number of AMTs, mostly stand alone compared to the non-Bumiputra companies. However, both group of companies focused on short term solutions, rather than planning for the future with the AMTs they implemented. Also, the results indicated that the changes in nonBumiputra can be significantly correlated with AMT, but not so in the case of Bumiputra companies. Based on indices developed for organizational (O) requirements (culture, structure, workers skill) and technology (T) (integration of functions using computer, levels of computer usage), the fit between organization and technology was determined by regression analysis and compared between the two groups. The O-T map showed that most of the Bumiputra companies were in the stage 1 of technology implementation (stand-alone technology), while non-Bumiputra companies lie in stage 2 (having ‘Islands’ of automation). The R-squared value for the non-Bumiputra companies (0.4584) is much higher than the Bumiputra companies (0.2516) indicating that the non-Bumiputra companies has a higher fit between organization and technology. A fit between technology and organization has been shown by many researches as having positive contributions from AMT implementation. The results of the study have provided a better understanding of the underlying factors in these companies in the implementation of technologies, and thus, would enable the government to structure appropriate policies and programs for each group

Developing a Structurational Approach to Electronic Customer Relationship Management (ECRM)

The literature on culture provides a set of general concepts and ideas as a way of looking at the world (Hofstede 1980). However, the typologies of culture have inherent weaknesses, e.g., they do not reflect the variety of values and attitude that may exist in a country, nor do they explain how cultures have developed over time (Skok and Doringer 2001). These limitations lead our research to investigate the potential impact of cultural differences on eCRM using concepts from Structuration Theory by ,. In this paper the authors highlight the dimensions of culture and its potential impact on eCRM systems, using a Structurational analysis based on . The authors use the practice lens for studying technology in organizations based on , to develop a framework of studying different agencies and their structures within eCRM systems context. The authors conclude by a framework of Structurational analysis of eCRM systems displaying different agencies and their structures. This framework of analysis will be used to conduct a comparative case study in future research

Ethics and taxation : a cross-national comparison of UK and Turkish firms

This paper investigates responses to tax related ethical issues facing busines

Determinants of social and institutional beliefs about internet acceptance within developing country’s context: A structural evaluation of higher education systems in Pakistan

This study aims to extend a model of technology acceptance to suit in developing country’s context. The model attempts to identify relationship between social and institutional factors over behavioural intention and usage. Recently, ‘acceptance and adoption of information technology (IT) in multicultural setting’ is becoming topic of interest for IS researchers. In this line, numerous theories and models are proposed to contribute in examining factors of IT acceptance and reluctance. It is argued that the models in published literature are found culturally biased, which successfully present results in only American and European context, however, their validity became questionable when they were tested in south Asian countries context. Additionally, lack of research is observed to predict individual’s cognitive behaviour of acceptance, which are influenced by social factors (i.e. peer influence and superior influence, voluntariness, experience) and institutional factors (i.e. local institutional management influence and top-level governmental policies influence). This study used Structural Equation Modelling (SEM) based on Partial Least Square (PLS) method to analyse the data. The results reveal that the proposed conceptual model achieves acceptable fit and the hypothesised paths are valid

A cultural approach to study customer relationship management (CRM) systems

As this paper takes new approach to defining and studying CRM, it defines CRM as a business strategy that seamlessly integrates every aspect of business that touches customer. Going through CRM literature, the authors notice that, there are different objectives for CRM systems i.e. retains customers for long, increase sales to existing customers and candidate customers, and others. Over the last decade there has been a dramatic growth in the acquisition of Customer Relationship Management (CRM) Systems. However more recently, there has been an increase in reported CRM failures, suggesting that the implementation issues are not just technical, but encompass wider behavior and cultural factors. Multinational organization is faced by that problem, how they build a relationship with different customer in different culture contexts. The literature on culture provides a set of general concepts and ideas as a way of looking at the world. However, the typologies of culture have inherent weaknesses e.g. they do not reflect the variety of values and attitude that may exist in a country, nor do they explain how cultures have developed over time. These limitations will need to be borne in mind, as we consider potential culture impact on the use of information systems, particularly customer relationship management systems. The authors try to highlight the interaction between cultures in macro and micro level in the context of CRM systems. The authors conclude that social and cultural issues of the main area related to studying of CR

Cultural dimensions and CRM systems implementation: a preliminary framework

Customer Relationship Management Systems (CRM) in particular. Several researchers have suggested ways in which management can accommodate these dimensions or solve the problems they may pose. Ali& Alshawi (2005) have proposed a cultural dimensions framework for the management of CRM systems implementation in the multinational environment. In this paper the authors test that framework by conducting a qualitative comparative case study in a large multinational organization in two countries. The authors have investigated the implementation of CRM systems within the same organization in both Egypt and the UK. Using observation, document analysis and interviews, qualitative data has been elicited and used a Soft Systems Methodology (SSM) analysis to determine themes for each case study. The authors have used the Structurational analysis by Walsham (2002) which based on the concepts of Structuration Theory by Giddens(1979,1984 ), to propose their explanations of these themes and drag from this analysis the cultural dimensions which may have impact on CRM systems Implementation. The authors have concluded by proposing an updated framework of cultural dimensions for management of CRM systems within multinational environment organizations

The impact of national culture on e-government implementation: A comparison case study

Over the past decade there has been increasing interest in the IS research literature on the impact of cultural differences on the development and use of information and communications technologies (Ives & Jarvenpaa, 1991; Shore & Venkatachalam, 1995; Tractinsky & Jarvenpaa, 1995, Myers and Tan, 2002, Ali and Brooks, 2008). In this paper the authors explore the influence of national culture on eGov implementation. The authors have conducted a comparative case study in two different countries the UK as a developed country and Sari Lanka as a developing country. The research findings highlight the potential influence of cultural differences on eGov implementation

Corporate Entrepreneurship of Emerging Market Firms: current research and future directions

Purpose – The purpose of this paper is to examine the current state of corporate entrepreneurship (CE) of emerging market firms (EMFs) and provide direction for future research on the topic. Design/methodology/approach – The authors specifically review the recent literature between the years 2000 and 2019 on CE with the keywords “corporate entrepreneurship,” “emerging economies” and “emerging countries” published in the Australian Business Deans Council list journals. The authors review the existing literature about CE in emerging markets, summarize current achievements and present an agenda for future research. Findings – Based on the review, the authors categorized the macro and micro contexts of CE and summarized the current articles on CE in emerging markets within each macro and micro context. The authors conclude that despite the abundance of research on CE that investigates the three prongs of CE in terms of innovation, strategic renewal and new venturing in developed market contexts, there is a scarcity of literature that focuses on CE in emerging markets from a holistic perspective. Originality/value – While there is an abundance of literature review on CE in general in terms of the drivers of the construct, the contexts contributing to it and the outcomes, the reviews are lacking about CE specifically within the context of emerging markets. Emerging markets vary from developed markets institutionally, economically, culturally, socially and technologically. However, the questions of how these differences impact the CE activities, as it relates to innovation, venturing and strategic renewal in EMFs, and how these differences provide incentives or hinder the activities that contribute to CE remain mostly unanswered. This paper reviewed the research on CE and emerging market contexts from 2000 to present. It targets to provide a better understanding of the current achievement on this topic and what to be done in the future

Knowledge as Culture

Culture must not be seen as something that merely reflects an organization’s social reality: rather, it is an integral part of the process by which that reality is constructed. Knowledge management initiatives, per se, are not culture change projects; but, if culture stands in the way of what an organization needs to do, they must somehow impact