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The Influence of National and Organizational Cultures on Technology Use: An Exploratory Study within a Multinational Organizational Setting

The Influence of National and Organizational Cultures on Technology Use: An Exploratory Study within a Multinational Organizational Setting

Zixiu Guo, John D’Ambra
Copyright: © 2009 |Volume: 17 |Issue: 4 |Pages: 21
ISSN: 1062-7375|EISSN: 1533-7995|ISSN: 1062-7375|EISBN13: 9781616920289|EISSN: 1533-7995|DOI: 10.4018/jgim.2009070904
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MLA

Guo, Zixiu, and John D’Ambra. "The Influence of National and Organizational Cultures on Technology Use: An Exploratory Study within a Multinational Organizational Setting." JGIM vol.17, no.4 2009: pp.74-94. http://doi.org/10.4018/jgim.2009070904

APA

Guo, Z. & D’Ambra, J. (2009). The Influence of National and Organizational Cultures on Technology Use: An Exploratory Study within a Multinational Organizational Setting. Journal of Global Information Management (JGIM), 17(4), 74-94. http://doi.org/10.4018/jgim.2009070904

Chicago

Guo, Zixiu, and John D’Ambra. "The Influence of National and Organizational Cultures on Technology Use: An Exploratory Study within a Multinational Organizational Setting," Journal of Global Information Management (JGIM) 17, no.4: 74-94. http://doi.org/10.4018/jgim.2009070904

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Abstract

This article presents the results of an exploratory study examining the influence of national and organizational cultures on technology use in a multinational organizational (MNO) context. Data were collected from 121 respondents of a multinational organization in the Asia Pacific with headquarters in Australia and three subsidiaries in Asia: Korea, Malaysia, and Thailand. Even though significant differences were found between respondents from headquarters and subsidiaries in terms of perceived media richness and preference for telephone and written documents, very similar media preference patterns for face-to-face and e-mail between the headquarters and subsidiaries were identified. Furthermore, face-to-face and e-mail were two primary media used for most communication activities in this MNO. Follow-up interviews revealed that the universal organizational culture of this MNO may explain media use consistency between the headquarters and subsidiaries. Implications of the findings are discussed and future research considered.

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