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The Impact of National Culture on Information Systems Planning Autonomy
Abstract
Hofstede’s national culture model has been applied in prior research to better understand the management of multinational firms. That research suggests that national culture may influence the information systems planning autonomy of the subsidiaries of multinational firms, but such an impact has not yet been tested empirically. A postal survey of 131 chief information officers and 103 senior non-IS managers of U.S. subsidiaries of such firms collected data to test hypotheses based on the model. Structural equation modeling using PLS-Graph 3.0 revealed that Individualism-Collectivism, Masculinity-Femininity, and Uncertainty Avoidance predicted autonomy for particular IS planning phases (as rated by the CIOs). On the basis of the supported hypotheses, the study provides evidence of the relevance of the national culture model to IS planning effectiveness and IS contribution. The study also suggests to subsidiary managers that an understanding of the national culture of their parent firm can help them gain an insight into the parent’s management perspective.
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