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Global Information Systems: Cultural Aspects (3) Prof. Dr. Jan M. Pawlowski 30.10.2007
Licensing: Creative Commons  ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Contents  ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The Open Unified Process – Disciplines ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[Source: http://www.epfwiki.net/wikis/openup/]
Definitions of Culture ,[object Object],[object Object]
Definitions of Culture ,[object Object],[object Object],[object Object]
How does culture influence GSD / GLIS? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
More perspectives on “culture” ,[object Object],[object Object],[object Object],[object Object]
Eastern vs. Western Management (Haghirian, 2007) Adapted from: Haghirian, P.: Management in Japan – The kaisha in the 21st Century, Keio University, Japan, 2007 Leaders/managers adapt to change Organizations and systems adapt for change Implicit control mechanisms Explicit control mechanisms  Often lack of formal set planning, high flexibility in adjustment Long-term set planning  Ambiguity, reaction, adaptation Systematic analysis, standardization, categorization, classification, conceptualization, precision Indirect approach Direct approach Diversity Unity Mobility Stability Centralization of power Decentralization of power  Non-specialized career paths, slow evaluation, regimented promotion, socially oriented Particularism, specialized career path possibly with rapid evaluation and promotion, individually oriented Social leaders often with high sounding titles for low ranking jobs Professional managers, position related to function Free-form command, roles loosely defined, holistic concern Hierarchical, egalitarian command, segmented concern Eastern Management Western Management
Hofstede’s “Dimensions of Culture” (1) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Values Rituals Heroes Symbols Practice
Hofstede’s “Dimensions of Culture” (2) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Hofstede’s “Dimensions of Culture” (3) [Source:  http://www.geert-hofstede.com/hofstede_dimensions.php ]
Critical Analysis ,[object Object],[object Object],[object Object],[object Object],[object Object]
7 Dimensions of Trompenaars and Hampden-Turner  ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
14 Dimensions of Henderson (in the field of education / learning) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Context Metadata (Pawlowski, Richter, 2007) Culture Companies Rules,  standards and  agreements Human actors Financial  aspects Media richness Internet  security Demographical  development Learner  satisfaction Religion Geography &  education  infrastructure Technical  infrastructure Rights History Politics State of  development Information &  Knowledge  Systems
Summary ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The Open Unified Process – Disciplines ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[Source: http://www.epfwiki.net/wikis/openup/]
Requirements: Aspects and Relations (Damian, Zowghi, 2003)
Requirements Engineering ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Requirements: Specifics in GLIS ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
At the end of this phase, the following results should be ready: ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Questions ,[object Object],[object Object],[object Object],[object Object]
References ,[object Object],[object Object],[object Object]
Contact Information ITRI ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

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Glis Culture 03 20071029

  • 1. Global Information Systems: Cultural Aspects (3) Prof. Dr. Jan M. Pawlowski 30.10.2007
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  • 9. Eastern vs. Western Management (Haghirian, 2007) Adapted from: Haghirian, P.: Management in Japan – The kaisha in the 21st Century, Keio University, Japan, 2007 Leaders/managers adapt to change Organizations and systems adapt for change Implicit control mechanisms Explicit control mechanisms Often lack of formal set planning, high flexibility in adjustment Long-term set planning Ambiguity, reaction, adaptation Systematic analysis, standardization, categorization, classification, conceptualization, precision Indirect approach Direct approach Diversity Unity Mobility Stability Centralization of power Decentralization of power Non-specialized career paths, slow evaluation, regimented promotion, socially oriented Particularism, specialized career path possibly with rapid evaluation and promotion, individually oriented Social leaders often with high sounding titles for low ranking jobs Professional managers, position related to function Free-form command, roles loosely defined, holistic concern Hierarchical, egalitarian command, segmented concern Eastern Management Western Management
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  • 12. Hofstede’s “Dimensions of Culture” (3) [Source: http://www.geert-hofstede.com/hofstede_dimensions.php ]
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  • 16. Context Metadata (Pawlowski, Richter, 2007) Culture Companies Rules, standards and agreements Human actors Financial aspects Media richness Internet security Demographical development Learner satisfaction Religion Geography & education infrastructure Technical infrastructure Rights History Politics State of development Information & Knowledge Systems
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  • 19. Requirements: Aspects and Relations (Damian, Zowghi, 2003)
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