Coping with rapid information technology change in different national cultures

Abstract

Coping with rapid information technology change challenges IT organizations throughout the world. National culture theory based on the GLOBE study suggests that culture affects the coping with such change in China and the United States, but does not cogently suggest that coping mechanisms differ in effectiveness across the two cultures. Analysis of data from 71 IT executives and managers in China and 246 in the United States suggests that Chinese IT organizations employ coping mechanisms of vendor support, education and training, and internal procedures more extensively than do U.S. IT organizations. IT organizations in both countries apply education and training as well as internal procedures to successfully deal with the problems of rapid IT change. Vendor support additionally predicted success in Chinese but not U.S. organizations, whereas in both U.S. and Chinese organizations endurance predicted lack of success. The research thus extends national culture theory by proposing that culture affects successful coping. Implications for research suggest the identification of actions to overcome the impact of cultural differences. Implications for practice suggest that multinational corporations deal with rapid IT change differently in divisions in different cultures, regardless of whether in China, the United States, Europe, or elsewhere.

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