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The importance of Information Technology (IT) on firms has increased significantly within the last two decades. More and more IT has become the tool used by corporations to be more competitive. For example, IT (1) has shortened the product life cycle in the publishing industry, (2) changed the relationship of buyer and seller in the banking industry, (3) increased market share to over 50 percent for American Airlines in the airline industry, and (4) increased profits due to customer loyalty in the Hospital Supply industry (Mahmood & Soon, 1991). Much earlier, in an application to create new business level strategies, IT has been used from the perspective of the value-added-chain, linking with supplies on one end and handling information processing for customer accounts on the other (Rockart & Scott Morton, 1984). While it is understood, and accepted, that IT does influence an organization, there is no agreement on what elements need to be explored concerning the influence of IT on the organization. The arguments 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 & 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 & Lengel, 1986). This lack of agreement is understandable because the level of complexity inherent in any organization is a characteristic of the system=s 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 sub-units, 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. As 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)." Individual Cultural Orientations Individuals bring cultures of origin to work (Gibson & Zellmer-Bruhn, 2001) that reflect their particular ongoing histories in various cultural contexts, such as national cultures. Cross-cultural research has established that in addition to national culture explaining variations in attitudes, it is also related to social behaviors such as aggression, conflict resolution, social distance, helping, dominance, conformity, and obedience, as well as decision-making and leadership behaviors (Gannon et al, 1994; Gibson & Zellmer-Bruhn, 2001; Hofstede, 1980; Shane, 1994; Triandis, 1994). In cognitive terms, national culture is viewed as a set of shared meanings transmitted by a set of mental programs that control responses in a given context (Hofstede, 1980; Shweder & LeVine, 1984). The basic thesis of a cognitive approach to culture is that processing frameworks acquired in one culture persist and influence behavior even though circumstances change. In this manner, culture guides our choices, commitments, and standards of behavior (Erez & Earley, 1993) It is not enough to suggest that concepts vary across organizational cultures; it is also important to examine systematic variation due to specific aspects of culture. Researchers have demonstrated that patterns of orientations (O'Reilly, Chatman, and Caldwell, 1991; Kabanoff, Waldersee, & Cohen,1995; Kabanoff and Holt, 1996) and practices (Hofstede et al. …

Information Technology and the Work/Cultural Orientations of Americans, Mexicans and Germans