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While there has been a great deal of research on the application and implementation of IS, there is less research on the variables which can contribute to the successful strategic implementation of IS and its relation to the cultural/work values of the people involved in the implementation. We are familiar with the two paradigms for evaluating IS, the first calls for the evaluation to be based on the relation to design specification or user needs. The second concentrates on the performance related aspects which consider outcome of the system. This paper presents a model, based on research of different cultures, that outlines an approach to consider in relating the correlation of IS to the Culture and Work values of the individuals in a particular cultural setting. Introduction In recent years, many companies, large and small, have been experiencing “the perils of going global”. The expanding interdependent global economy and the accompanying changes in the structure of competition are forcing many companies to seek new ways to manage their businesses. There is a growing need of the coordination in the areas of product design, production, and distribution across country units to achieve global economies of scale and provide consistent quality service to global corporate customers. This growth of multinational business has been accompanied by significant increases in international Information Systems (IS) operations. In order to support their world wide activities and provide integrated service to worldwide customers, many companies are developing systems which can be utilized in many different areas in the world. Yet, the development of IS in a global environment is complex and significantly different from IS development within a domestic environment. Due to the differences existing in the political/legal, social/cultural, technological, and economic dimensions of the host country, as well as affiliate countries environments, the implementation of global IS appears to pose major problems. The purpose of this paper, therefore, is to discuss one area for research of IS relationships with national culture and implementation. Specifically, it is argued that knowledge of the cultural orientation of organizational employees will greatly facilitate IS implementation, which in turn will contribute to a successful company. That is, the success of a corporation's success is significantly affected by the culture operating in an organization. Hunger and Wheelen (1995) point out that an optimal culture is one that best supports the mission and strategy of the company of which it is a part. Given the fact that 25 percent to 50 percent of an employee's behavior on the job is culturally determined (Gannon, 1994), one needs to understand the cultural values behind this employee. For management, the critical challenge is to help their employees become more competitive on the job and to relate better to the global problems and Material published as part of these proceedings, either on-line or in print, is copyrighted by Informing Science. Permission to make digital or paper copy of part or all of these works for personal or classroom use is granted without fee provided that the copies are not made or distributed for profit or commercial advantage AND that copies 1) bear this notice in full and 2) give the full citation on the first page. It is permissible to abstract these works so long as credit is given. To copy in all other cases or to republish or to post on a server or to redistribute to lists requires specific permission from the publisher at Publisher@InformingScience.org Communicating Across Borders 1032 opportunities of the company (Garland & Farmer, 1986). Therefore, companies need to develop not just a generally favorable culture but also specific cultural characteristics to maximize the performance of their employees (Yip, 1995). They can do this in two ways. One is to understand the cultural orientation of the employees in their companies; the other is that they must understand and adjust to the work environment desired by these individuals, when implementation new technology. One problem that we face is that there is no agreement on what elements need to be explored that facilitate the implementation of IT. Some arguments presented are that: (1) the internal condition that support strategy utilization include leadership, integration of IT, the strategic function and direct contact between IT and line divisions (Johnston and Carrico, 1988); (2) one needs to look at individual action and behavior in an organizational context (Swanson, 1987); and (3) technology, interdepartmental relations and the environment are the key factors in the transformational process (Daft and Lengel, 1986). This lack of agreement is understandable because the level of complexity inherent in any organization is a characteristic of the system’s physical and social structure, and it is impacted by the total number of its individual sub-units, the number of different layers in the structural hierarchy, the number of different business processes that perform business activities, and the number and strengths of connections among all these subunits, and between these sub-units and outside economic agents. A consequence of this lack of agreement is that researchers are left to suggest and develop their own approach to studying the influence of IT on an organization. Delone and McLean (1991) noted “... no single measure is intrinsically better than another; so choices of a success variable is often a function of the objective of the study, the organizational context, the aspects of the IS which is addressed by the study, the independent variables under investigation, the research method, and the level of analysis (i.e., individual, organization, or society For the purposes of this research, it is argued that when managers attempt to implement IT in an organization staffed by foreign nationals, failure will occur unless the manager is able to bridge the gap between his culture and theirs. If one can make this transition, then the benefits for an organization that matches cultures are that it will become an optimal culture which: a) conveys a sense of identify for employees; b) helps generate employees’ commitment to something greater than themselves; c) adds to the stability of the organization as a social system; and d) serves as a frame of reference for employees to use to make sense out of organizational activities and to use as a guide for appropriate behavior (Hunger and Wheelen, 1996). Therefore, it follows that, “An organization can use culture or ideology as the basis of its strategic formulation” (Mintzberg, et. al., 1995). A better understanding of this process in relation to the different cultures under review is to place it in the context of the definition of culture and the various frameworks advanced to study different cultures. Culture As early as 1952, researchers identified more than 160 definitions of culture, and today, it is estimated that culture has been defined in approximately 400 ways (Ferraro, 1994). To undertake a large inventory would therefore be unrealistic. The purpose here is merely to supply the reader with a brief introduction to the notion. There is a common view in research concerning the basic meaning of culture: individually, we are all different, but share similar experiences with those who grew up in the same surroundings, in the same type of society as us. In this way, there are cultural differences between, for example: nations, regions, social classes, generations, men and women, religious, ethnic, and linguistic groups, minorities, and professions and organizations (those who work in a certain company and who share a corporate culture).

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Communicating Across Borders: A Proposed Model for Understanding Cross-Cultural Issues for the Successful Strategic Implementation of Information Systems