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A Cross Cultural Study on the Organizational Context of Process Redesign Initiatives: U.S. vs. Taiwan

Author

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  • James T. C. Teng
  • Kirk D. Fiedler
  • Varun Grover

Abstract

In this study, we seek to better understand the organizational context of BPR in two different cultures: U.S. and Taiwan. The results showed remarkable consistency between the two countries and the differences may be interpreted by cultural differences. In both cultures, it was found that while factors related to IT competence may facilitate the decision to reengineer, they are not critical to project success. On the other hand, factors having significant relationships beyond the initial decision include variables pertaining to innovative capacity of the organization and Strategy-IS alignment. It appears that, to a large extent, the principles and mechanisms of organizations underlying modern business enterprises transcend cultural differences. If an organizational characteristic such as a higher level of interdepartmental integration is conducive to reengineering initiatives, it is so universally, regardless of certain differences in people's value systems in different national cultures.

Suggested Citation

  • James T. C. Teng & Kirk D. Fiedler & Varun Grover, 2000. "A Cross Cultural Study on the Organizational Context of Process Redesign Initiatives: U.S. vs. Taiwan," Journal of Global Information Technology Management, Taylor & Francis Journals, vol. 3(3), pages 7-31, July.
    • Handle: RePEc:taf:ugitxx:v:3:y:2000:i:3:p:7-31
    DOI: 10.1080/1097198X.2000.10856281
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