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ECIS560: Introduction to IS and E-Commerce
Global IT Management
Categorizing nations
• Advanced Countries – United States– European countries– Australia
• Newly Industrialized Countries– Singapore
• Developing Countries– India
• Lesser Developed Countries– African countries
Advanced countries: USUS top 5 issues
• Aligning IS and corporate goals
• Instituting cross-functional systems
• Organizing and utilizing data
• Reengineering the business processes through the use of technology
• Improving IS human resource
• Instituting cross-functional systems
• Improving IS human resource
• Reengineering the business process through the use of technology (tied for 3rd place)
• Cutting IS costs (tied for 3rd place)
• Creating an information architecture
Advanced countries: EuropeEurope top 5 issues
• Improve IT strategic planning
• Building a responsive IT structure
• Aligning IS and corporate goals
• Effective use of data resources
• IS for competitive advantage
Advanced countries: AustraliaAustralia top 5 issues
• Measuring and improving IS effectiveness
• Managing end-user computing
• Keeping current with new technology
• Integrating data, office automation, and telecommunications
• Training
Newly Industrialized Countries : SingaporeSingapore top 5 issues
• Understanding contribution of IS
• Human resources for IS
• Quality of input data
• Educating senior managers about IS
• Developing user-friendly systems
Developing countries: IndiaIndia top 5 issues
Lesser Developed Countries: AfricanAfrican top 5 issues
• Obsolescence of hardware
• Obsolescence of software
• Proliferation of mixed vendor shops
• Availability of skilled MIS people
• Government interference in computer market
IS Concerns vary by country
Under-Under-developed developed countriescountries
Developing Developing countriescountries
Newly Newly IndustrializedIndustrialized
Advanced Advanced countriescountries
Infrastructure Infrastructure IssuesIssues
OperationalOperational IssuesIssues
Management Management and Control and Control IssuesIssues
Strategic Strategic IssuesIssues
(from Palvia and Palvia, 1996)
Based on the Issues….
• Number of country specific factors influence issues rankings
• The issues themselves are often a reflection of the economic development of a nation
• Global IS managers must be aware of the specific country issues and the factors that influence them
Dimensions Influencing Key IS Issues
National CultureNational Culture
Technological StatusTechnological Status
Political/Legal EnvironmentPolitical/Legal Environment
Economic StructureEconomic Structure
Key IS IssuesKey IS Issues
Technological Status
• Pagers in Angola?
• Telephone lines in South America
• Economic status affects this factor– Gulf countries became economic powers in the
1970s and only recently started investing in infrastructure
Political and Legal environment
• Political transformation in Eastern Europe has impacted businesses, and in turn, IS and IT
• EU laws will require great changes in existing systems and procedures
• Restrictions in Internet use in various countries affects Electronic Commerce
Economic structure
• Level of economic advancement influences the IS issues that are important
• Usually indicated by GDP
IS Concerns vary by countryGDP
Under-Under-developed developed countriescountries
Developing Developing countriescountries
Newly Newly IndustrializedIndustrialized
Advanced Advanced countriescountries
Infrastructure Infrastructure IssuesIssues
Operational Operational IssuesIssues
Management Management and Control and Control IssuesIssues
Strategic Strategic IssuesIssues
(from Palvia and Palvia, 1996)
Culture…isn’t everyone basically the same?
• Japanese prefer fax to email…• Israelis are not big users of word-processing
packages• Indian programmers are too polite…• In Spain, the “OK” symbol is considered
vulgar• Malaysian programmers may be fluent in
English but have no idea of slang terms….
What is Culture?
• “…culture is defined as an integrated system of learned behaviorlearned behavior patterns that are characteristic of the members of any society. It includes everything a group thinks, says, does, and makes – its customscustoms, languagelanguage, materialmaterial artifactsartifacts, and shared systems of attitudesattitudes and feelingsfeelings “- Czinkota, et al (1996), p.298
Researchers agree that…
• Culture is learnedlearned and sharedshared from generation to generation
• Cultural norms may be acquired through parents, schools, religious organizations, and social organizations
• Elements of culture include both verbal and non-verbal language, religion, values and attitudes, perceptions, and protocols
Dimensions of Culture• Hofstede
– Power Distance– Individualism/Collectivism– Masculinity/Femininity– Uncertainty Avoidance– Confucianism/Dynamism
• Hall– Space– Material Goods– Friendship– Time– Agreement
Hofstede’s Dimensions of Culture
• Conducted between 1967-1978
• Collected over 100,000 surveys from IBM employees around the world
• Single, consistent control group
• National differences emerge despite strong corporate culture
Power distance
• Also referred to as Revering HierarchyRevering Hierarchy
• Extent to which subordinates expect and accept the fact that power is distributed power is distributed unequallyunequally in a firm
• Some cultures see large gaps between hierarchical levels
• Panama scores highest, Israel lowest
Individualism/Collectivism
• Extent to which individual sees themselves as part of a group
• Individualistic Cultures– Expected to have opinions– Stress personal achievements– Independence– Individual rights
• Collectivist Cultures– Harmony– Welfare group
Implications for IS Management?
• Systems Design– Inherently group effort– Process designed for conflict
• Incentive Schemes– Reward individual or group?
Masculinity/Femininity
• Taking care of business– “toughness” in meeting goals– “softness” in taking care of people and quality
of life
• Japan ranks as highly masculine• Scandinavian countries rank low• Implications?
– Work hours
Uncertainty Avoidance
• Attitudes towards risk, ambiguity, predictability, and control
• “High avoidance” cultures place emphasis on stability
• “Low avoidance” countries embrace change and innovation
• Japanese high on Uncertainty Avoidance• Hong Kong low on Uncertainty Avoidance
Confucianism/Dynamism
• Recent addition to cultural dimensions• Here-and-now vs. future• Confucian traits
– Thrift– Persistence– Diligence– Patience– Patriarchal authority
Hall’s Dimensions of Culture
• Space– Close-talker?
– Queues
• Materialism– Danish CEO admired for driving old car
– Americans fight for corner office with biggest desk
– Japanese manager may sit with other employees to downplay role of status and material goods
Hall’s Dimensions
• Friendships– Some western cultures make and lose friends
quickly (due to high mobility)– Other cultures may take longer to develop
relationship but long-lasting– Holds for businesses as well … relationship
first, then business
Hall’s Dimensions
• Time– Monochronic cultures
• See time as linear• Events taken one at a time• Stress on punctulaity and deadlines
– Polychronic cultures• See time as non-linear, simulataneous, unlimited• Plans constantly change• Delays less important
• Germans considered monochronic, French are polychronic
High Vs. Low Context Cultures
High contextHigh context(Implicit details)(Implicit details)
Low contextLow context(Explicit details)(Explicit details)
Japanese, Chinese,Japanese, Chinese,Mediterranean, Latin, IndianMediterranean, Latin, Indian
American, German, English,American, German, English,ScandinavianScandinavian
Opinion 1: Culture Does Not Matter
• Cougar et.al (1990)– Compared motivation and personal growth
needs of systems analysts– Compared US, Austria, Singapore, Israel– Found great similarities between all countries– Suggests overpowering effects of professional
culture
Culture not important….
• 1996 study of software development tool preferences between Europe, Japan, US… no significant differences
• 1989: Danish and Canadian analysts had similar design values– First technical values– Second, economic values– Sociopolitical values (concern for users)
Opinion 2: Culture matters
• Mostly anecdotal evidence…– French better at object-oriented design– Japanese better at metrics– British know about Jackson Methodology…
unknown in US– Belgians more “process-oriented”– Americans code first and design later
Consider Japan
• Quality assurance– Japanese fixed all bugs… regardless of severity
• Meaning of requirements– Americans see the requirements as a contract
negotiation… Japanese do not charge for minor changes
• Designers– Americans tend to take a top down approach… Japan
takes bottom up approach
Global Information Systems
• Information Technology (IT) facilitates the global global transformationtransformation of business
• Crossing border poses challenges to technology managers– geographic– legal– cultural– temporal
• need radical changes to existing technology infrastructures and management
Types of global enterprises
• Devised by Bartlett and Ghoshal (1989)
• International
• Global
• Multinational
• Transnational
The International Strategy
• Subsidiaries leverage parent competencies
• Coordinated federation
Global
• R&D, manufacturing done at HQ
• Strategic decisions are centralized
• Central hub
Multinational
• Multidomestic
• Aims at local responsiveness
• Knowledge developed/retained at subsidiary level
• Decentralized federation
Transnational
• Shared decision-making
• Complex coordination
• Centers of excellence
• Dispersed resources
• Integrated network
Jarvenpaa and Ives (1993)
• Built on work by Karimi and Konsysnki
• Based their work on Information Processing Theory (Galbraith 1973)– Good fit when information processing
capacities of firm match requirements of environment and technology
• Jarvenpaa and Ives develop typology of 4 global IT management configurations
The Global IT Strategies
• Intellectual Synergy
• Headquarters Driven
• Independent IT Operations
• Global Integrated IT
• IS managers strive for best fit between above strategy and perceived global strategy
Intellectual Synergy
• Includes several global systems• Each likely to be tailored for individual use• Each run independently by the subsidiary• Subsidiary-HQ IS relationship characterized
by – Personal contacts– Cooperation– Shared learning
Headquarters Driven
• All IT-related decisions made by headquarters
• Goal is– To achieve efficiency– To avoid duplication of development effort
Independent IT Operations
• Independent systems initiatives in each subsidiary
• Focus on local responsibility
• Few, if any, common systems through the firm
• Fosters sense of systems ownership
Global Integrated IT
• Strives for worldwide integration of IT that supports core competencies of firm
• Dispersed resources
• Numerous common systems
• Applications for non-core areas run locally
Empirical Findings
• Data collected from 109 global companies• Moderate level of fit… number of misfits• Misfits explained by problems with
– Hardware/software vendor support quality– Telecommunications support– Senior management support for IT– Pressure for cost savings– Subsidiary resistance
Definition
• A global virtual teamglobal virtual team is defined as – A team in which individual members are
separated by a national boundary while actively collaborating on a common systems project
Factors Affecting Global Software Teams
• Catalyst factors
• Sustaining factors
• Size factors
• Vision factors
Catalyst factors
• Specialized talent– “programming talent” … the Watts study
showed fastest programmer was 30 times quicker than slowest
– Global labor shortage … in 1999, 40% of IS shops are hiring immigrants… 16% are outsourcing
Catalyst Factors…
• Acquisitions– Increasing global mergers and acquisitions– Baan (based in Netherlands) acquired
Canadian, US, Spanish, and British companies and merged them with existing sites in India and Brazil
– Acquisitions have led to project teams suddenly having to collaborate
Catalyst factors…
• Reduction in development costs– Looking for low cost labor– India is acknowledged giant of offshore
programming… earn 25-30% of US counterparts
– Others include Philippines, Russia, China– US workers drawn to more glamorous systems
jobs… someone still has to do the dirty work
Catalyst factors…
• Globalized presence– Global businesses must establish themselves as
global players– Transnational strategies suggest centers of
excellence– Often takes the form of software development
centers around the world
Catalyst factors…
• Reduction in time-to-market– Follow-the-sun development– Exploit time zone differences to create a 24
work schedule on a given project– Turns a disadvantage into an advantage
Catalyst factors
• Proximity to customer– Systems development is a interaction-intensive
process– Needs face-to-face communication– Needs constant communication– Best to have a part of the development team
local
Sustaining factors
• Once the initial desire to set up dispersed virtual teams spurs their use, what sustains them
• Dispersed projects usually first on chopping block
• Natural need to “simplify” … get rid of these complex teams
Sustaining factors
• Development rigor– Smaller, co-located teams use informal
mechanisms for development– Dispersion often leads to greater formalism of
coordination and control… • Specific standards
• Specific methodologies
• Specific quality control issues
Sustaining factors
• Internal freshness– Diversity brings innovation– Global teams have cultural synergies– E.g. global software manager called
architectural review meeting with systems managers from 6 countries… their views profoundly changed the specs of the system
Sustaining factors
• Distance from distractions– Away from the maddening crowd.. No
distractions of a world headquarters– European site called “Santa’s little helpers”– Foreign team members live near their homes,
with their families…. High loyalty and work ethic
Sustaining factors
• Experience– Remotes sites have climbed the learning curve– Experience at distant sites can be leveraged into
centers of excellence
Size Factors
• Scale– Single location IS shops can soon become too
large and unwieldy– Baan’s expansion to other countries was based
on size issues– Microsoft moved away from its single center
ethos for same reason…
Vision factors
• Two visions of the future– Location transparency– Virtual organization
• “Virtualness” already exists• Gartner group predicts 140 million people will be
telecommuting by 2003• Virtual organizations are team-based• Less hierarchical…more network-like structure
Managerial Techniques
• Select global software manager with mix of technical and managerial skills
• MERITMERIT qualities– Multi-culturalist (switch between cultural styles)
– EE-facilitator
– RRecognition promoter (promotes team within organization)
– IInternationalist
– TTraveler