... their number and role; and by addressing the question of how to generate a dynamic, creative and efficient organisational culture without accepting a legacy of communicative opacity and awkwardness. © MCB UP Limited 2002 Women Gender Corporate culture Computer industry The failure...

..., p. 70) cautions that “employees who are uncomfortable with tasks they lack the skills for (will) hesitate to accept responsibility and accountability”. Action research Empowerment Organizational change Corporate culture BPR National cultures Alongside these plaudits is growing...

... and/or it is not technically mastered, it is not likely to generate useful information. The third component that directly conditions a successful implementation of an IS is the corporate culture. In our opinion IT, together with its usage within an IS, may become an important symbol within the culture and vice versa...

... both organizations; neither organization was associated with only one archetype. The implications of each archetype for the management of IT were also generated inductively from the ethnographic data. © MCB UP Limited 1999 Computer management Corporate culture Information technology...

... and being smaller, more co‐located, with a greater shared vision. Corporate culture Product differentiation Software development Teams Packaged software[ 1 ] is now a powerful global industry: sales of its 500 largest vendors amounted to $72 billion in 1996 (Frye, 1997). In the US the industry...

... of the pre‐existence of collectivist or individualist cultures. There are four general features of this dual construct (Triandis, 1995, 43‐44): © MCB UP Limited 1996 Corporate culture Information technology Manufacturing systems Surveillance An example of the former perspective would...

... disciplines. The insights from these other disciplines have proved of relevance to researchers, teachers and practitioners alike. Corporate culture Ethnography Information systems Organizations Qualitative techniques © Company 1995 As Landry and Banville (1992) point out,however...