A Comparative Case Study of Indonesian and UK Organisational Culture Differences in IS Project Management

A Comparative Case Study of Indonesian and UK Organisational Culture Differences in IS Project Management

Andrew McDonald (Birkbeck, University of London, UK) and Sven Helmer (Birkbeck, University of London, UK)
Copyright: © 2011 |Pages: 37
DOI: 10.4018/jthi.2011040104
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Abstract

Information Systems (IS) Project Management (PM) is fundamental to the modern, constantly changing and upgrading business world and is impacted by culture on many levels. This research shows the extent to which organisational culture in international IS projects is impacted by culture found on a national level. Current data contributing to IS PM knowledge is provided by investigating two Information Technology (IT) firms in the telecommunications sector based in Indonesia and the United Kingdom undergoing system upgrade projects using a survey and interviews. Differing trends between these organisational cultures are identified (and a third international control group) in regard to hierarchical structures and managing conflict employing a version of Hofstede’s cultural survey as a basis.
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Literature Review

It is very difficult to provide a clear-cut definition of the term “culture”; Hoecklin lists ten different concepts from as many sources (Hoecklin, 1994), while Olie discusses over 160 different definitions (Olie, 1994). Our focus is not to further define “culture”, but to provide definitions that mirror our interpretation before delving into the details of our findings.

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