Easing information technology across cultural boundaries
Identifieur interne : 000081 ( Istex/Corpus ); précédent : 000080; suivant : 000082Easing information technology across cultural boundaries
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- Facilities [ 0263-2772 ] ; 1997-11-01.
Abstract
Identifies the cultural boundaries in an organization that impede the implementation of information systems, and focuses on that between IT users and IT developers uses the experiences of the Malaysian Agricultural Research and Development Institute to illustrate how this problem was recognized, and details the steps taken to achieve a successful implementation. Itemizes the lessons learned in effecting change management, and sees the major difficulty as getting the users and developers actually talking to one another.
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DOI: 10.1108/02632779710795500
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Itemizes the lessons learned in effecting change management, and sees the major difficulty as getting the users and developers actually talking to one another.</div></front></TEI><istex><corpusName>emerald</corpusName><subject><json:item><lang><json:string>eng</json:string></lang><value>Barriers</value></json:item><json:item><lang><json:string>eng</json:string></lang><value>Implementation</value></json:item><json:item><lang><json:string>eng</json:string></lang><value>Information technology</value></json:item><json:item><lang><json:string>eng</json:string></lang><value>Malaysia</value></json:item><json:item><lang><json:string>eng</json:string></lang><value>Technological change</value></json:item></subject><language><json:string>eng</json:string></language><originalGenre><json:string>case-report</json:string></originalGenre><abstract>Identifies the cultural boundaries in an organization that impede the implementation of information systems, and focuses on that between IT users and IT developers uses the experiences of the Malaysian Agricultural Research and Development Institute to illustrate how this problem was recognized, and details the steps taken to achieve a successful implementation. 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Do Not Edit! --><article dtd-version="1.0" xml:lang="en" article-type="case-report"><front><journal-meta><journal-id journal-id-type="publisher-id">f</journal-id><journal-id journal-id-type="doi">10.1108/f</journal-id><journal-title-group><journal-title>Facilities</journal-title></journal-title-group><issn pub-type="ppub">0263-2772</issn><publisher><publisher-name>MCB UP Ltd</publisher-name></publisher></journal-meta><article-meta><article-id pub-id-type="doi">10.1108/02632779710795500</article-id><article-id pub-id-type="original-pdf">0690151103.pdf</article-id><article-id pub-id-type="filename">0690151103</article-id><article-categories><subj-group subj-group-type="type-of-publication"><compound-subject><compound-subject-part content-type="code">case-report</compound-subject-part><compound-subject-part content-type="label">Case study</compound-subject-part></compound-subject></subj-group><subj-group subj-group-type="subject"><compound-subject><compound-subject-part content-type="code">cat-PMBE</compound-subject-part><compound-subject-part content-type="label">Property management & built environment</compound-subject-part></compound-subject><subj-group><compound-subject><compound-subject-part content-type="code">cat-BCN</compound-subject-part><compound-subject-part content-type="label">Building & construction</compound-subject-part></compound-subject></subj-group><subj-group><compound-subject><compound-subject-part content-type="code">cat-REP</compound-subject-part><compound-subject-part content-type="label">Real estate & property</compound-subject-part></compound-subject></subj-group></subj-group></article-categories><title-group><article-title>Easing information technology across cultural boundaries</article-title></title-group><pub-date pub-type="ppub"><day>01</day><month>11</month><year>1997</year></pub-date><volume>15</volume><issue>11</issue><fpage>265</fpage><lpage>266</lpage><permissions><copyright-statement>© MCB UP Limited</copyright-statement><copyright-year>1997</copyright-year><license license-type="publisher"><license-p></license-p></license></permissions><self-uri content-type="pdf" xlink:href="02632779710795500.pdf"></self-uri><abstract><p>Identifies the cultural boundaries in an organization that impede the implementation of information systems, and focuses on that between IT users and IT developers; uses the experiences of the Malaysian Agricultural Research and Development Institute to illustrate how this problem was recognized, and details the steps taken to achieve a successful implementation. Itemizes the lessons learned in effecting change management, and sees the major difficulty as getting the users and developers actually talking to one another.</p></abstract><kwd-group><kwd>Barriers</kwd><x>, </x><kwd>Implementation</kwd><x>, </x><kwd>Information technology</kwd><x>, </x><kwd>Malaysia</kwd><x>, </x><kwd>Technological change</kwd></kwd-group><custom-meta-group><custom-meta><meta-name>peer-reviewed</meta-name><meta-value>no</meta-value></custom-meta><custom-meta><meta-name>academic-content</meta-name><meta-value>yes</meta-value></custom-meta><custom-meta><meta-name>rightslink</meta-name><meta-value>included</meta-value></custom-meta></custom-meta-group></article-meta><ack><p>Note: This paper was subsequently published in Work Study, Volume 46 Number 4, 1997.</p></ack></front><body><p>Next to allocating car parking spaces, introducing new information technology systems is the second most contentious issue an organization can face. Managers have to take into consideration the many cultural and behavioural barriers within the workplace that may affect the smooth introduction of the IT system.</p><p>Writing in the <italic>International Journal of Computer Applications in Technology, </italic>Robert Mockler and Dorothy Dologite of New York’s St John’s University and City University respectively, recount their experiences in helping to ease the introduction of a major new IT system in Malaysia.</p><p>Individuals can be apprehensive when confronted with technological change. Change itself, as well as the new technology, can be threatening. Experience also shows that technology is often not an improvement at first, may not work and can have a negative impact on an individual’s position in an organization. These types of negative results are particularly common with the introduction of new and advanced technology and create resistance to change.</p><p>Many factors can affect an individual’s reaction to new technology introduction. Different individuals interpret change differently; not all individuals resist change. Managing change when introducing computer technology, therefore, involves balancing many factors. In addition to individual reactions, managers have to take into consideration group cultural reactions.</p><p>There are cultural boundaries ‐ and barriers ‐ around virtually every corner in any typical organization. Boundaries exist between business departments, between managers and, most critically, between IT users and IT developers. In order to introduce information systems change into an organization effectively, it is necessary, as in any situation of business change, to study the viewpoint of the users.</p><p>Users ‐ primarily managers ‐ operate and think using situational orientation; they react to the changing stimuli and contingencies around them. Technicians, on the other hand, are linear and rely on technical capabilities to solve problems.</p><p>Understanding the differences between the two modes of thought and orientation is the first step towards bridging the gap that naturally exists between manager (system user) viewpoint or culture and technician (developer) viewpoint or culture.</p><p>Mockler and Dologite realized that this gap‐bridging was essential for any IT introduction, and they were determined to bring the two differing sides together during a project. This they were able to do when they were tasked by the Malaysian Agricultural Research and Development Institute (MARDI), whose strategic mission is to support the Malaysian agricultural sector through developing and promoting new and improved technologies to increase productivity, to develop an enterprise‐wide computer information support system.</p><p>Until the authors’ involvement, MARDI had no integrated system in place to track and direct the progress of individual research programmes, nor had the concept of the organization changed over the years to meet changing strategic needs. Part of the development project’s mission was to help the strategic reformulation process along by providing recommendations on organizational re‐engineering and computer information systems development and deployment. In short, the team was charged with crossing numerous cultural boundaries.</p><p>The task was ostensibly to develop an IT strategy and a computer information system design and then start it moving into the organization. In reality, the task was to take some very basic computer information tools (database, network and expert systems) and to shape and define them in terms of MARDI’s specific needs and then to devise ways (both during the development phase and deployment phase) to enable effective implementation of the strategy and design.</p><p>The basic development and design phase was by far the simplest part of the task; the reconceptualization and implementation phases were the most difficult. Experience has shown that this is often the case, which explains why technology has to be given secondary emphasis at many points during the process involved in developing and deploying new technology.</p><p>The most important barrier was to get the organization to help develop and embrace the new system. After the general IT strategy design phase, which took only about two weeks, the rest of the project involved working through each division and several hundred MARDI researchers to enlist their design advice, to incorporate their ideas into the design and generally to get different degrees of buy‐ins to help ensure effective use of the system later.</p><p>Interviewing and communication skills were drawn on to move through this phase effectively. Several small prototype databases were designed and implemented during this phase to help maintain interest and co‐operation, and to visualize what the final system would look like. After a few last minute hitches ‐ such as discovering the whole project was about to be scrapped for financial reasons ‐ the system was implemented and was quickly embraced by the entire organization.</p><p>Major lessons were learned in the area of change management and crossing cultural boundaries during the MARDI experience. When crossing cultural boundaries, barriers can be identified. For example, mental models either can be formed based on cultural differences arising from personal experiences and environmental influences or based on personality factors, such as inherent personality or leadership profiles.</p><p>Resolving cultural differences can require hard work learning about and understanding them, so that they can be taken into account all the way through a project as gaps are bridged. As for personality differences, they tend to be more global and, if identified, can be used to provide a bridge across cultural gaps. </p><p>Mockler and Dologite’s experience in steering through an effective and accepted IT system, from design to implementation, is a perfect case study of making sure that all sides in the process are involved, informed and active in the development process. The major difficulty is getting the users and the developers talking to one another in order to create a system that answers all the needs of all the users. Now, if only they could solve those parking problems!</p></body></article></istex:document></istex:metadataXml><mods version="3.6"><titleInfo lang="en"><title>Easing information technology across cultural boundaries</title></titleInfo><titleInfo type="alternative" lang="en" contentType="CDATA"><title>Easing information technology across cultural boundaries</title></titleInfo><typeOfResource>text</typeOfResource><genre type="case-report" displayLabel="case-report"></genre><originInfo><publisher>MCB UP Ltd</publisher><dateIssued encoding="w3cdtf">1997-11-01</dateIssued><copyrightDate encoding="w3cdtf">1997</copyrightDate></originInfo><language><languageTerm type="code" authority="iso639-2b">eng</languageTerm><languageTerm type="code" authority="rfc3066">en</languageTerm></language><physicalDescription><internetMediaType>text/html</internetMediaType></physicalDescription><abstract lang="en">Identifies the cultural boundaries in an organization that impede the implementation of information systems, and focuses on that between IT users and IT developers uses the experiences of the Malaysian Agricultural Research and Development Institute to illustrate how this problem was recognized, and details the steps taken to achieve a successful implementation. Itemizes the lessons learned in effecting change management, and sees the major difficulty as getting the users and developers actually talking to one another.</abstract><subject><genre>keywords</genre><topic>Barriers</topic><topic>Implementation</topic><topic>Information technology</topic><topic>Malaysia</topic><topic>Technological change</topic></subject><relatedItem type="host"><titleInfo><title>Facilities</title></titleInfo><genre type="journal">journal</genre><subject><genre>Emerald Subject Group</genre><topic authority="SubjectCodesPrimary" authorityURI="cat-PMBE">Property management & built environment</topic><topic authority="SubjectCodesSecondary" authorityURI="cat-BCN">Building & construction</topic><topic authority="SubjectCodesSecondary" authorityURI="cat-REP">Real estate & property</topic></subject><identifier type="ISSN">0263-2772</identifier><identifier type="PublisherID">f</identifier><identifier type="DOI">10.1108/f</identifier><part><date>1997</date><detail type="volume"><caption>vol.</caption><number>15</number></detail><detail type="issue"><caption>no.</caption><number>11</number></detail><extent unit="pages"><start>265</start><end>266</end></extent></part></relatedItem><identifier type="istex">05CEDCC15EEB5A53A374B96ABE497C9CF73069DD</identifier><identifier type="DOI">10.1108/02632779710795500</identifier><identifier type="filenameID">0690151103</identifier><identifier type="original-pdf">0690151103.pdf</identifier><identifier type="href">02632779710795500.pdf</identifier><accessCondition type="use and reproduction" contentType="copyright">© MCB UP Limited</accessCondition><recordInfo><recordContentSource>EMERALD</recordContentSource></recordInfo></mods></metadata><author></author><serie></serie></istex></record>Pour manipuler ce document sous Unix (Dilib)
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