Cultural Effect on Using New Technologies
One of the main concerns in the Information Technology field is adoption with new technologies in organizations which may result in increasing the usage paste of these technologies.This study aims to look at the issue of culture-s role in accepting and using new technologies in organizations. The study examines the effect of culture on accepting and intention to use new technology in organizations. Studies show culture is one of the most important barriers in adoption new technologies. The model used for accepting and using new technology is Technology Acceptance Model (TAM), while for culture and dimensions a well-known theory by Hofsted was used. Results of the study show significant effect of culture on intention to use new technologies. All four dimensions of culture were tested to find the strength of relationship with behavioral intention to use new technologies. Findings indicate the important role of culture in the level of intention to use new technologies and different role of each dimension to improve adaptation process. The study suggests that transferring of new technologies efforts are most likely to be successful if the parties are culturally aligned.
Digital Object Identifier (DOI): doi.org/10.5281/zenodo.1330049Procedia APA BibTeX Chicago EndNote Harvard JSON MLA RIS XML ISO 690 PDF Downloads 2564
 O. D. F. Davis, and A. Arbor (1989). Perceived Usefulness, Perceived Ease of Use, and User Acceptance of Information Technology. MIS Quarterly, September 1989. Y. Malhotra, BRINT Research Institute and D. F. Galletta, University of Pittsburgh, Katz School of Business, Proceedings of the 32nd Hawaii International Conference on System Sciences - 1999
 D. W. Straub, The effect of culture on IT diffusion: E-Mail and FAX in Japan and the U.S. Information Systems Research, 1994, 5(1), 23-47.
 D. W. Straub, M. Keil & W. H. Brenner, Testing the technology acceptance model across cultures: A three country study. Information Management, 1997,331-11. M. Srite and E. Karahanna, The role of espoused national cultural values in technology acceptance, MIS Quarterly, 2006, 30(3), 679-704.
 D. V. Gibson, and F. Williams, Technology Transfer: A Communication Perspective, Canadian Journal of Communication, 1992, Vol. 17, No. 3
 N. Rosenberg and Eds. C. Frishtak, "International Technology Transfer: Concepts, Measures, and Comparisons", New York: Praeger, 1985
 J. LeMaster, The Influence of Environmental Barriers on Modes of Technology Transfer: A Study of U.S. Companies with Operations in Mexico, University of North Texas, Denton, Texas, 1993, unpublished doctoral dissertation.
 R. J. Mejias, M. M. Shepherd, D. R. Vogel and L. Lazaneo, Consensus and Perceived Satisfaction Levels: A Cross-Cultural Comparison of GSS and Non-GSS Outcomes within and between the United States and Mexico, Journal of Management Information Systems, 1997, 13, 137- 161.
 A. Riege, Actions to overcome knowledge transfer barriers in MNCs. Journal of Knowledge Management, 2007, 11(1): 48-67
 S. O. S. Syed-Ikhsan and F. Rowland, knowledge management in a public organization: a study on the relationship between organizational elements and the performance of knowledge transfer, Journal of Knowledge management, 2004, Vol. 8, No. 2, pp. 95-111
 A. L. Kroeber, & C. Kluckhohn, Culture: A Critical Review of Concepts and Definitions, Papers of the Peabody Museum of Harvard Ach├ªology and Ethnology, Harvard University 42(1). Cambridge, Mass: Museum Press. 1952
 R. Seel, Culture and Complexity: New Insights on Organisational Change, Journal of culture and complexity-organizations and people, Vol 7, No.2, pp 2-9, 2000
 N. Zakaria and J. M. Stanton and S. T. M. Sarkar-Barney, Designing and implementing culturally-sensitive IT applications: The interaction of culture values and privacy issues in the Middle East, Information Technology & People journal, 2003, Vol. 16 No. 1, 2003, pp. 49-75
 L. M. Lucas and dt. ogilvie, Things are not always what they seem: How reputations, culture, and incentives influence knowledge transfer, The Learning Organization journal, 2006, Vol. 13 No. 1, 2006, pp. 7-24
 T. E. Deal and A.A. Kennedy, Corporate Cultures: The Rites and Rituals of Corporate Life, Addison-Wesley Co., 1982, London.
 R. M. Kanter, R.M. The New Managerial Work, Harvard Business Review, 1989, 67 (6), pp. 85-92.
 G. Hofstede, (1997), Cultures and Organizations: Software of the Mind, rev. ed., McGraw Hill, New York, NY.
 G. Hofstede, (2001), Culture-s Consequences: Comparing Values, Behaviors, Institutions, and Organizations across Nations, 2nd ed., Sage Publications, Thousand Oaks, CA.
 H. J. Ogden, S. Cheng, Age, Gender And Country Effects On Cultural Dimensions In Canada And China, Unpublished work,
 A. Zakour, Cultural differences and information technology acceptance, Proceedings of the 7th Annual Conference of the Southern Association for Information Systems, 2004, pp. 156-161