Organizational Culture and Successful Information Technology Implementation

Harper, George R.; Utley, Dawn R.

doi:10.1080/10429247.2001.11415111

Cited by 80 publications

(47 citation statements)

References 2 publications

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“…Similarly, Robey and Rodriguez-Diaz, (1989) assert that the implementation success of accounting information systems may be a result of similar cultural values shared between the headquarters and their subsidiaries. In another study conducted by Harper and Utley, (2001) it was found that cultures with people orientation tended to have superior levels of implementation success than those cultures with more production orientation. The same study revealed a number of cultural attributes that had a positive correlation with implementing and using IT systems.…”

Section: "Pattern Of Shared Basic Assumptions Learned By a Group As Imentioning

confidence: 99%

Analysing the Role of Culture in IS Studies

Ababneh¹,

Shrafat²

2014

IBR

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The purpose of the present paper is to theoretically review the role of culture on using Information Systems. This study revises, criticises, and extends cultural dimensions developed by main scholars such as Hofstede and Hall. Furthermore, it discusses the two levels of national and organisational culture and their role in shaping the use of Information Systems and its development. It significantly explains various levels of use of IS among different nations and industries located in different cultures. The results demonstrate the important role of national and derived organizational culture as immediate antecedents to and key success factor of using Information Systems. Because this revision outlines major lines of research in the field, it can be useful for both academics and practitioners. Further, it discusses limitations of existing research and suggests a new dimension of culture (Traditionalism-Modernity) which stimulates further research to investigate its validity in characterising diverse nations in terms of their national culture.

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Section: "Pattern Of Shared Basic Assumptions Learned By a Group As Imentioning

confidence: 99%

Analysing the Role of Culture in IS Studies

Ababneh¹,

Shrafat²

2014

IBR

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“…and "how cultural changes enabled by emerging technology can help transform an organization?" Whereas most cultural studies in technology management investigate the effects of culture on technology implementation (Cabrera et al, 2001, Harper and Utley, 2001, Steensma et al, 2000, this study examines the reverse effects instead and helps understand technology effects on culture. Consequently, insights gained from the study could help IT and business managers to better strategize their future technology development in general and wireless network movement in particular.…”

Section: Research Backgroundmentioning

confidence: 99%

“…For instance, cultural norms in Europe are found to influence all aspects of information and communication technology (ICT) strategies including product development, sales strategy, sales cycle and product deployment (Tse et al, 2004); virtual teams' decision making is found to be significantly influenced by cultural diversity and its communication process is somehow hindered by it (Shachaf, 2008); organizational culture also plays a distinctive role in an organization's decision to adopt a high-technology product (Sharma, 1994); more specifically, people-oriented elements of organizational culture such as trust, team work, autonomy, flexibility, and information sharing, appear to have more positive influence on a successful IT implementation (Harper and Utley, 2001).…”

Section: It and Culturementioning

confidence: 99%

“…Organizational culture to them is one of the factors that might lead to different implementation results. Even a rare study that examines the interaction between information systems, most specifically ERP (enterprise resource planning), and organizational culture, concludes that it is an organization's cultural context that influenced whether a new system will be deployed (Kayas et al, 2008 (Harper and Utley, 2001). If IT managers could utilize information technology to cultivate these types of organizational culture, organization members could then conduct their businesses more flexibly, share information more openly, communicate with one another more effectively, or create autonomous thinking and practice that goes beyond their ordinary routines.…”

Section: It and Culturementioning

confidence: 99%

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Managing Wireless Networks in the Healthcare Sector: Emerging Experiences of Cultural Impacts

Chen¹,

Bennett²

2010

JEHM

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The existing body of knowledge has generally supported that organizational culture plays a significant role in shaping group identity, work pattern, communication schemes, and interpersonal relations; all of these cultural elements are important organizational factors that shape workplaces and operational routines. In the context of emerging information technology, it has also been suggested that organizational culture could affect IT implementation and management. However, little is known about how emerging information technology shapes organizational culture, which in turn helps reshape the organization as a whole. The purpose of this paper is thus to build empirical understanding of how IT in general and emerging wireless networks in particular reshapes organizational culture. Case studies conducted in two hospitals situated in southwest U.S.A. illustrated that the implementation of wireless networks indeed helped shape and/or reshape organizational culture in the healthcare sector and in turn enhance healthcare organizations' competitiveness in the marketplace. For IT managers and practitioners in healthcare institutions, effective strategy to plan and manage emerging ITs such as wireless networks will thus have long-term implications on cultivating organizational culture that could eventually reshape workplace and competitiveness.

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“…However, their results are quite different. People-oriented culture could be conducive for IS implementation since it encourages user involvement by trusting employees to do a good job and by bringing more ideas to the implementation process [9], whereas efficiency oriented culture could also encourage IS adoption since IS is an impersonal too] that help computers to fmishjob efficiently. Temporarily, we suppose:…”

Section: Shan Wang Norm Archer and Yanli Pei'mentioning

confidence: 99%

Linking Organizational Culture and Hospital Information Systems Implementation

Wang

Archer

Pei

IFIP — The International Federation for Information Processing

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Abstract. The impact of organizational culture on the successful implementation of infonnation systems (IS) has been studied by some researchers. However, a close examination of the literature shows that researchers examined different attributes of organizational culture, and for the same culture attributes, researchers donot agree with the actual impact of these attributes on IS implementation. This paper seeks to identify a comprehensive set of relevant organizational attributes that have the potential to impact IS implementation in the healthcare setting. Seven organizational values are investigated through case studies, and most of the attributcs are found to affect IT implementation success. Keywords: Enterprise InjiJrmation Systems (EfS), IS success, Organizational culture INTRODUCTIONThe use of information technology (In offers hospitals tremendous opportunities to attain operational and strategic benefits and positive fmancial performance [l]. The development and use of Hospital Information System (HIS) in the USA can be traced back to the 1960s, but in China it is a recent initiative [2]. The Golden Health project launched by Ministry of Health of P. R. China in 1995 marked the beginning of HIS development and adoption by hospitals.Despite the push from the Chinese government, HIS diffusion in Chinese hospitals is limited. A survey showed that in China, 31 % of hospitals implemented HIS, only 7% of which are the integrated HIS involving most functional departments across the entire hospitals [3]. The slow diffusion of HIS is attributed partly to its complexity. It is an enterprise information system (EIS) and is called hospital ERP. Organizational characteristics of Chinese hospitals also account for the slow diffusion. Chinese hospitals are normally subsidized and controlled by the government. They are less cost cautious and emphasize operational stability in their management. Organization decision making is centralized but communication is informal. These create barriers to the diffusion of HIS. Less cost cautious hospitals have limited incentives to deploy Please lise the jo/lml'ingforma! \\'l1cl1 ciring this dIOpter.

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Organizational Culture and Successful Information Technology Implementation

Cited by 80 publications

References 2 publications

Analysing the Role of Culture in IS Studies

Analysing the Role of Culture in IS Studies

Managing Wireless Networks in the Healthcare Sector: Emerging Experiences of Cultural Impacts

Linking Organizational Culture and Hospital Information Systems Implementation

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