Cross-cultural differences and information systems developer values

Kankanhalli, Atreyi; Tan, Bernard C. Y.; Wei, Kwok Kee; Holmes, Monica C.

doi:10.1016/s0167-9236(03)00101-5

Cited by 63 publications

(19 citation statements)

References 38 publications

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“…A cross-cultural evaluation of the facial expressions of avatars designed by Western designers was performed by [112]. In contrast, [113] concentrated on cross-cultural differences and information systems developer values. In addition, [114] investigated culture and its effects on human interaction design with emphasis on cross-cultural perspectives between Korea and Japan.…”

Section: Research Directions Related Work and Empirical Studiesmentioning

confidence: 99%

Using Converging Strategies to Reduce Divergence in Intercultural User Interface Design

Heimgärtner¹

2017

JCC

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This chapter starts with an introduction illuminating the theoretical background necessary for taking culture into account in HCI design. Definitions of concepts used are provided followed by a historical overview on taking culture into account in HCI design. Subsequently, a glimpse of the current state of research in culture-centered HCI design is derived from secondary literature providing the gist of the structures, processes, methods, models and theoretic approaches concerning the relationship between culture and HCI design ("converging" strategies). After presenting controversies and challenges, a short discussion of results from empirical studies and design recommendations for culture-centered HCI design lead to implications and trends in future intercultural user interface design research to close the knowledge gap (the "divergence") regarding the relationship between culture and Human-Computer Interaction (HCI), i.e. converging the divergence to reach the convergent divergence.

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Section: Research Directions Related Work and Empirical Studiesmentioning

confidence: 99%

Using Converging Strategies to Reduce Divergence in Intercultural User Interface Design

Heimgärtner¹

2017

JCC

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“…However, relying only on labor costs may lead to wrong decisions, as productivity of human is of great importance when using information systems in such information based processes (Byrd & Turner, 2001). Thus, productivity levels which may differ from site to site (Criscoulo & Leaver, 2005) (and are in general lower in low-wage locations) due to cultural or environmental differences or communication issues (Winkler, Dibbern, & Heinzl, 2006;Kankanhalli, Tan, Wei, & Holmes, 2004) should be considered in the decision.…”

Section: Requirements For a Decision Model That Considers Automation mentioning

confidence: 99%

Interdependencies between automation and sourcing of business processes

Katzmarzik¹,

Henneberger

Buhl

2012

Journal of Decision Systems

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Automating business processes or relocating the processes to low-wage countries are two frequently used measures to decrease cost. With the main focus on cost reduction, however, productivity differences between locations as well as interdependencies between automation and sourcing are often inadequately considered. In fact, automation and sourcing opportunities are usually evaluated independently of each other. This common practice can systematically lead to decisions that consume expected savings. In this paper, a decision model is proposed that is designed to simultaneously derive optimal degrees of automation and relocation for business processes. Our approach considers various process execution costs and productivity levels as well as the effects of business process automation on sourcing decisions in order to maxime the return of a firm. We find that a false decision on the extent of automation may have significant influence on return. Furthermore, in the case of higher complexity, retaining work at the high-wage site becomes more attractive. Finally, we find that staff fluctuation at low-wage sites may not necessarily reduce attractiveness of such sites in general. This research helps executives to better understand the influence certain parameters may have on joint automation and sourcing decisions. INTRODUCTIONIncreased competition and economic pressure forces global companies to reduce business process execution costs. Two frequently used measures to achieve this goal are automation and sourcing. On the one hand, advances in information technology facilitate business process automation to increase efficiency (Miller & Parkhe, 1999;Parkhe & Miller, 2002). On the other hand, enabled by globalization, processes can be sourced entirely or partially to foreign countries to exploit wage differences. This is accomplished either by outsourcing the business processes to external service providers that are located abroad or by shifting the processes internally from one site to another.Relocating business processes, whether in-house or through outsourcing, has become very attractive in recent years and had been facilitated by improved communication technologies (Agrawal, Farrell, & Remes, 2003).In general, business processes dealing with information instead of physical goods are largely independent of the location and at the same time provide potential for automating at least part of the process. In these cases, automation and sourcing decisions are closely interrelated. For example, simple tasks in the financial services domain, such as entering paper orders into an order processing system, could be cost effective if they are performed by staff members in low-wage countries or if they are completely or partially automated. For example, optical character recognition (OCR) technologies can be used for the automatic scanning and processing of paper orders. Therefore, an integrated decision support model considering automation and sourcing is crucial.The objective of this paper is to analyze automation a...

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“…A plethora of research has been carried out in the past to explore the key importance of team composition and personality types in software development . However, the personality types that are useful and beneficial for ideal and effective teamwork are still not well defined for practitioners and researchers . Further, the results, extracted from different theoretical personality models, have produced contradictory fits, validity challenges, and missing guidance for software development personnel selection.…”

Section: Introductionmentioning

confidence: 99%

“…[11][12][13][14] However, the personality types that are useful and beneficial for ideal and effective teamwork are still not well defined for practitioners and researchers. [15][16][17][18] Further, the results, extracted from different theoretical personality models, have produced contradictory fits, validity challenges, and missing guidance for software development personnel selection. For instance, according to da Silva et al, 19 different results were obtained when models were used in practice to compose teams.…”

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confidence: 99%

Finding an effective classification technique to develop a software team composition model

Gilal

Jaafar

Capretz

et al. 2017

J Software Evolu Process

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Ineffective software team composition has become recognized as a prominent aspect of software project failures. Reports from results extracted from different theoretical personality models have produced contradicting fits, validity challenges, and missing guidance during software development personnel selection. It is also believed that the technique/s used while developing a model can impact the overall results. Thus, this study aims to (1) discover an effective classification technique to solve the problem and (2) develop a model for composition of the software development team. The model developed was composed of 3 predictors: team role, personality types, and gender variables; it also contained 1 outcome: team performance variable. The techniques used for model development were logistic regression, decision tree, and rough sets theory (RST). Higher prediction accuracy and reduced pattern complexity were the 2 parameters for selecting the effective technique. Based on the results, the Johnson algorithm (JA) of RST appeared to be an effective technique for a team composition model. The study has proposed a set of 24 decision rules for finding effective team members. These rules involve gender classification to highlight the appropriate personality profile for software developers. In the end, this study concludes that selecting an appropriate classification technique is one of the most important factors in developing effective models.

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Cross-cultural differences and information systems developer values

Cited by 63 publications

References 38 publications

Using Converging Strategies to Reduce Divergence in Intercultural User Interface Design

Using Converging Strategies to Reduce Divergence in Intercultural User Interface Design

Interdependencies between automation and sourcing of business processes

Finding an effective classification technique to develop a software team composition model

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