Discussion: Confucian Work Dynamism
Discussion: Confucian Work Dynamism
Extent to which a society tolerates uncertainty and ambiguity; extent to which members of an organization or society strive to avoid uncertainty by reliance on social norms, rituals, and bureaucratic practices to alleviate the unpredictability of future events.
Countries with high uncertainty avoidance are less likely to adopt new IT and have higher perceptions of project risk than countries with low uncertainty avoidance.
Power Distance (Power Distance) Degree to which members of an organization or society expect and agree that power should be equally shared.
Individuals from high power distance countries are found to be less innovative and less trusting of technology than individuals from low power distance countries.
Individualism/Collectivism (Societal and In‐Group Collectivism)
Degree to which individuals are integrated into groups; extent to which organizational and societal institutional practices encourage and reward collective distribution of resources and collective action.
Individualistic cultures are more predisposed than collectivistic cultures to report bad news about troubled IT projects; companies in collectivist societies are more likely than individualistic societies to fill an IS position from within the company.
Masculinity/Femininity (General Egalitarianism and Assertiveness)
Degree to which emotional roles are distributed between the genders; extent to which an organization or society minimizes gender role differences and gender discrimination; often focuses on caring and assertive behaviors.
Australian groups (high masculinity) generated more conflict and relied less on conflict resolution strategies than Singaporean groups (low masculinity).
Confucian Work Dynamism (Future Orientation)
Extent to which society rewards behaviors related to long‐ or short‐term orientations; degree to which individuals in organizations or societies engage in future‐oriented behaviors such as planning, investing in the future, and delaying gratification.
When considering future orientation, studies found differences in the use of Executive Information Systems and the evaluation of service quality across countries.
a Adapted from R. House, M. Javidan, P. Hanges, and P. Dorfman, “Understanding Cultures and Implicit Leadership Theories across the Globe: An Introduction to Project GLOBE, “ Journal of World Business 37, no. 1 (2002), 3–10; and G. Hofstede and G. J. Hofstede, Dimensions of National Culture, http://www.geerthofstede. nl/dimensions‐of‐national‐cultures.aspx (accessed August 20, 2015). b Examples were provided in D. Leidner and T. Kayworth, “A Review of Culture in Information Systems Research: Toward a Theory of Information Technology Culture Conflict,” MIS Quarterly 30, no. 2 (2006), 357–99.
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