How culture influences IT-enabled organizational change and information systems

An understanding of how and why specific dimensions of culture influence both IT-enabled organizational change and the accompanying types of IS is developed internationally by reporting on 12 BPR initiatives in six countries with differing cultural profiles.

Abstract

Many US companies adopted business process re-engineering (BPR) strategy to demonstrate the way culture influenced information technology (IT)-enabled organizational change and information systems. It was observed that many corporations improved their business performance after re-engineering their core processes. The BPR strategy used some of the specific cultural characteristics of American citizens to introduce IT-enabled organizational change and information systems. Specific cultural characteristics of the American citizens, such as innovativeness, individualism, self-reliance, a willingness to accept risk, and a desire for change helped them to adopt such a strategy and introduce changes. Several corporations in a number of other countries with diverse cultural traits also adopted the BPR strategy to introduce similar information technology (IT)-enabled organizational change and information systems.