Information systems failures—a survey and classification of the empirical literature
Oxford Surveys in Information Technology
A cross-cultural comparison of IS designer values
Communications of the ACM
Corporate systems management: an overview and research perspective
Communications of the ACM
Measuring performance of the information systems function
Journal of Management Information Systems
When can management science research be generalized internationally?
Management Science
Culture: a fourth dimension of group support systems
Communications of the ACM
Against Taylor-made solutions: information systems strategy in a learning organisation
SIGCPR '96 Proceedings of the 1996 ACM SIGCPR/SIGMIS conference on Computer personnel research
Management information systems in the Chinese business culture: an explanatory theory
Information and Management
Testing the technology acceptance model across cultures: a three country study
Information and Management
Introduction to information systems success measurement
Information systems success measurement
Measuring information success at the individual level in cross-cultural environments
Information systems success measurement
Information systems success measurement
Putting the enterprise into the enterprise system
Harvard Business Review
GSS participation: a cultural examination
Information and Management
Dimensions of information systems success
Communications of the AIS
The impact of culture and gender on web sites: an empirical study
ACM SIGMIS Database
Assessing the Validity of IS Success Models: An Empirical Testand Theoretical Analysis
Information Systems Research
Journal of Management Information Systems
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Information system (IS) success is still one of the most researched topics in the IS discipline, but most research on defining and measuring IS success was conducted in North America. As the world globalizes, multinational organizations consider information technology and IS as crucial and necessary tools to glue together all of their units. Moreover, IS standardization (i.e., the same IS implemented in all the units), particularly through enterprise systems (ERPs), has attracted these organizations because of the economic benefits standard applications can eventually yield to. However, researchers in the international management discipline have assessed that culture may be a major factor that influences organizational structure and management practices. Some researchers in the field of IS have also confirmed that national cultures do, indeed, have an impact on IS design and acceptance. As culture is defined as "a shared system of meaning," the success of IS should hold different meanings in different cultures. We found only sparse research work on how people from different national cultures perceive, define and operationalize IS success. The objective of this chapter is twofold: first, discuss why organizations that intend to standardize IS in different cultures should consider culture as an important factor in the achievement of success and second, propose a comprehensive framework for future cross-national research on IS success in multinational organizations. After the introductory section, the four main components of the proposed framework and their interrelations are presented: IS success, culture, IS standardization, and IS built-in success assumptions. The chapter concludes with the presentation of the new framework.