Information Sytems Management issues in Hong Kong: A Contingency Analysis and Comparison with the United Kingdom

Burn, Janice M.; Szeto, Colonel

doi:10.1080/1097198x.1998.10856221

Cited by 5 publications

(5 citation statements)

References 11 publications

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“…(2002), as it overlooks and generalises many of the complex attributes of culture. Similar criticisms are present in other research; Burn et al (1993) adopts Hofstede's model of national culture to compare cultural attributes of several nations. Despite the inherent criticisms of the model (Myers and Tan, 2002) several generalisations are drawn from the research.…”

Section: Introductionmentioning

confidence: 66%

“…Cultural dimensions explored though the literature have varied, although Hofstede's principles have dominated. The study of Individualism, Uncertainty Avoidance, Power Distance and Masculinity has been closely observed (Burn, Saxena, Ma and Cheung, 1993;Mcleod, Saunders, Jones, Schreel and Estrada, 1997;Cummings and Guynes, 1994;Hofstede, 2000;Hunter and Beck, 2000;Mejias, Shepherd, Vogel and Lazanco, 1997;Milberg, Burke, Smith and Kallman, 1995;Niederman, 1997;Palvia and Hunter, 1996;Walczuch, Singh and Palmer, 1995;Watson and Bracheau, 1991;Watson, Kelly, Galliers and Brancheau, 1997). Harvey (1997) adopts an ethnographic approach when considering Masculinity dimensions, while Hansan and Ditsa (1999) broadened Hofstede's principles concentrating on Time Orientation, Context, Mono/Polymorphic and Mono/Polychrony.…”

Section: Introductionmentioning

confidence: 99%

“…IS researchers have been interested to explain differences in adoption and/or usage of IT/IS by considering the impact of culture-primarily national culture on human behaviour and the way humans use the IT (Myers & Tan, 2002;Straub, Loch, Evaristo, Karahanna & Srite, 2002;Peszynski and Thanasankit, 2002;Hanisch, Thanasankit and Corbitt, 2002;Thanasankit and Corbitt, 2000;Burn, Saxena, Ma and Cheung, 1993;Burn, 1995;Burn, Davison and Jordan, 1997;Davison and Jordan, 1996;Ho, Raman and Watson, 1989;Korpela, Soriyan, Olufokunbi and Mursu, 1998;Malling, 1998;Nelson and Clark, 1994). Researchers have examined differences in the adoption and use of information systems, knowledge systems and the business processes that are generated by and support information systems and information technology (IT).…”

Section: Introductionmentioning

confidence: 99%

“…Despite several limitations, the recent phenomenon of a National State has dominated the understanding and measurement of cultural factors in IS literature (Myers and Tan, 2002;Straub, Loch, Evaristo, Karahanna and Srite, 2002). Although many authors have accepted the existence of a single National Culture for each country (Scarborough 1998;Burn, Saxena, Ma and Cheung, 1993;Hofstede 2000), the adoption of such a rigid definition neglects many of the facts presented throughout history (Myers and Tan, 2002) and oversimplifies the measurement of culture (Straub et al, 2002). Furthermore, many political boundaries defining a National State fail to represent actual cultural boundaries; a single National Culture does not reflect the true cultural beliefs present within many countries (Myers and Tan, 2002).…”

Section: Introductionmentioning

confidence: 99%

“…Due to the complex nature of mea-suring culture, much research adopts specific (and often predefined) parameters to capture and understand cultural differences (Hofstede, 2000;Scarborough, 1998;Burn and Szeto, 1998;Xing, 1995;Burn et al, 1993). Despite these rigid techniques to measure culture some authors recognise the need to understand the process of how cultures are formed (Myers and Tan, 2002) and employ suitable methodologies to do so (Trauth, 2000).…”

Section: Introductionmentioning

confidence: 99%

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Cultural Differences, Information and Code Systems

Corbitt

Peszynski

Inthanond

et al. 2004

Journal of Global Information Management

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This paper explores an alternative way of framing information systems research on the role and impact of national culture. It argues that the widely accepted structural framework of Hofstede reduces interpretation to a simplistic categorical description which in many cases ignores differentiation within cultures. The alternative model suggests, that national culture can be better understood by seeking out the dominant codes that frame the discourse pervasive in a culture and understanding how that discourse affects the obvious social codes of ritual, custom and behavior and the textual codes which express the nature of that culture. This framework is applied to two different case studies-one in New Zealand and one in Thailand-to demonstrate its applicability.

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Section: Introductionmentioning

confidence: 66%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

Cultural Differences, Information and Code Systems

Corbitt

Peszynski

Inthanond

et al. 2004

Journal of Global Information Management

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Global information technology: a meta analysis of key issues

Palvia

Whitworth

2002

Information & Management

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The key focus of this article is to provide an understanding about the complexities involved in global IT outsourcing and the management initiatives needed for the successful implementation of a global IT outsourcing partnership. Technological advances combined with increased globalization and competitive pressures have forced many firms to consider alternatives that will reduce organizational cost, and at the same time create and/or maintain their competitive advantage in the global market. Increasingly, the phenomenon of global outsourcing is being considered by many firms as a solution to their IT needs and problems. With increasing recognition and confidence in the programming competencies of IT workers in India and other countries, offshore outsourcing has gained increasing acceptance among U.S firms across all industries.Even though there has been a plethora of studies on domestic outsourcing of information systems, the research on outsourcing outside national borders (global outsourcing) has been scarce. One of the areas which lacks depth in the literature is in how to manage a global outsourcing partnership. Anecdotal evidence points to the fact that even the best outsourcing deals can go sour if not managed properly. In the context of global IT outsourcing, the management of the outsourcing relationship becomes even more complex because of the geographical distance and the difference in the national and organizational cultures of the client and vendor firms. This article identifies the key elements that should be considered while managing an outsourcing relationship with a foreign' vendor and the role the manager should play in a global outsourcing context. Article:

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