Role of Societal Cultural Practices
Role of Societal Cultural Practices
Peretz and Rosenblatt also discovered that fi rms in countries that had a strong orientation toward the future (i.e., some Asian countries) were more likely to invest in training than fi rms in countries with a shorter‐term orien- tation (i.e., some Anglo‐American countries). The researchers think this might be so because training is all about helping employees develop so that they can perform better in the future. Better‐trained employees help the fi rm ’ s competitive prospects down the line.
Finally, the researchers found that fi rms in countries with high uncertainty avoidance (i.e., some Hispanic cul- tures, Japan, South Korea, Israel, and Russia) spend more on training than countries with low uncertainty avoid- ance (i.e., the United Kingdom, Ireland, Hong Kong, and Singapore)—maybe because employee training may be seen as a way to reduce uncertainty.
Although the study was about training in general, the fi ndings are even more likely to hold for IS training. Because IS change so quickly, IS professionals need considerable training to stay current and do their jobs well.
Source: H. Peretz and Z. Rosenblatt , “ The Role of Societal Cultural Practices in Organizational Investment in Training: A Comparative Study in 21 Countries ,” Journal of Cross‐Cultural Psychology 42 , no. 5 ( 2011 ), 817 – 31 .
21 Mansour Javidan and R. J. House , “ Cultural Acumen for the Global Manager ,” Organizational Dynamics 29 , no. 4 ( 2001 ), 289 – 305 . 22 Ibid.
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Austria, meetings should be planned in advance with a clear agenda. The managers in Greece or Russia who come from a low uncertainty avoidance culture often shy away from agendas or planned meetings.
Knowing that a society tends to score high or low on certain dimensions helps a manager anticipate how a per- son from that society might react. However, this provides only a starting point because each person is different. Importantly, without being aware of cultural differences, a company is unlikely to develop IS or to use it effectively.
S U M M A R Y
• Organizational strategy reflects the use of the managerial levers of an organization’s design, organizational culture, and management control systems that coordinate and control work processes.
• Organizational designers today must have a working knowledge of what information systems can do and how the choice of information system will affect the organization itself.
• Organizational structures can facilitate or inhibit information flows.
• Organizational design should take into account decision rights, organizational structure, and informal networks.
• Structures such as flat, hierarchical, matrix and, networked organizations are being enhanced by information technology. Increasingly information technology enables and supports networked organizations that can better respond to dynamic, uncertain organizational environments.
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