Tables ISM

(c) 2013 John Wiley & Sons, Inc.

Figure 4.1 Framework for work design.

(c) John Wiley & Sons


Traditional Approach: Subjective Observation

Newer Approach: Objective Assessment

Supervision Personal and informal. Manager is usually present or relies on others to ensure that employee is present and productive.

Electronic or assessed by deliverable. As long as the employee is producing value, he does not need formal supervisions.

Evaluation Focus is on process through direct observation. Manager sees how employee performed at work. Subjective (personal) factors are very important.

Focus is on output by deliverable (e.g., produce a report by a certain date) or by target (e.g., meet a sales quota). As long as deliverables are produced and/or targets are achieved, the employee is meeting performance expectations adequately. Subjective factors may be less important and harder to gauge.

Compensation and Rewards

Often individually-based. Often team-based or contractually spelled out.

Hiring Personal with little reliance on computers. Often more reliance on clerical skills.

Often electronic with recruiting websites and electronic testing. More information-based work that requires a higher level of IT skills.

Figure 4.3 Changes to supervision, evaluation, compensation, and hiring.

© John Wiley & Sons


Driver Effect

Shift to knowledge-based work Eliminates requirement that certain work beperformed in a specific place.

Changing demographics and lifestyle preferences Provides workers with geographic- and time-shifting flexibility.

New technologies with enhanced bandwidth Makes remotely performed work practical andcost-effective.

Reliance on web Provides workers with the ability to stayconnected to co-workers and customers, even ona 24/7 basis.

Energy concerns Reduces the cost of commuting fortelecommuters and reduces energy costsassociated with real estate for companies.

Figure 4.4 Driving factors of telecommuting and virtual teams.



Employee Advantages of Telecommuting Potential Problems

Reduced stress due to increased ability to meet schedules, heightened morale, and lower absenteeism

Geographic flexibility

Higher personal productivity

Housebound individuals can join the workforce

Harder to evaluate performance, increased stress from inability to separate work from home life

Employee may become disconnected from company culture

Telecommuters are more easily replaced by electronic immigrants

Not suitable for all jobs or employees

Figure 4.5 Advantages and disadvantages of telecommuting.



Figure 4.6 Key activities in the life cycle of virtual teams.


Challenges Virtual Teams Traditional Teams

Communications Multiple zones can lead to greater efficiency and communication difficulties.

Teams are located in same time zone. Scheduling is less difficult.

Communication dynamics (e.g., non-verbal) are altered.

Teams may use richer communication media.

Technology Team members must have proficiency across a wide range of technologies.

Technology is not critical, and tools are not essential for communications.

Technology offers an electronic repository. Electronic repositories are not typically used.

Work group effectiveness may be more dependent on alignment of the group and technologies used.

Task technology fit may not be as critical.

Team Diversity Members typically come from different organizations and/or cultures which makes it:

Because members are more homogeneous, group identity is easier to form.

-Harder to establish a group identity. -Necessary to have better communication skills. -More difficult to build trust, norms, etc.

Because of commonalities, communications are easier to complete successfully.

Figure 4.7 Comparison of challenges facing virtual and traditional teams.

(c) 2013 John Wiley & Sons, Inc.© John Wiley & Sons

Figure 4.8 Stages and steps in change management.

(c) 2013 John Wiley & Sons, Inc. © John Wiley & Sons


Figure 4.9 Simplified technology acceptance model 3 (TAM3).

Source: Viswanath Venkatest and Hilol Bala, “Technology Acceptance Model 3 and a Research Agenda on Interventions,” Decision Sciences (2008), 39(2), 276.


Figure 11.1 The relationships between data, information, and knowledge.


Know-Why

Know-What Know-HowApplication

Experience

Information Procedure

Reasoning

Figure 11.2 Taxonomy of knowledge.

Figure 11.3 The value of managing knowledge.



Figure 11.4 Examples of explicit and tacit knowledge.


Figure 11.5 The four modes of knowledge conversion.


Figure 11.6 Components of business analytics.


Figure 11.7 Analytical capabilities maturity levels.

Figure 1.3 Three strategies for achieving competitive advantage.

StrategicApproach

Key Idea Application to Information Systems

Porter’sgenericstrategies

Firms achieve competitive advantage through cost leadership, differentiation, or focus

Understanding which strategy ischosen by a firm is critical to choosing IS to complement the strategy

Dynamicenvironmentstrategies

Speed, agility, and aggressive moves and countermoves by a firm create competitive advantage

IS are critical to achieving the speed needed for moves and countermoves.IS are in a constant state of flux or development

FIGURE 1.4: Summary of strategic approaches and IT applications

Figure 1.5 The Business Diamond

Figure 1.8 Managerial levers

Framework

Key Idea Usefulness in IS Discussions

Businessdiamond

There are four key components to an organization’s design: people, structure, tasks, and information/control

Using IS in an organization will affect each of these components. Use this framework to identify where these impacts are likely to occur

Manageriallevers

Organizational variables, control variables, and cultural variables are the levers managers can use to affectchange in their organization

This is a more detailed model than the Business diamond and gives specific areas where IS can be used to manage the organization and to change the organization

FIGURE 1.7: Summary of organizational strategy frameworks.

What Who WhereHardware List of physical components of

the systemIndividuals who use it Individuals who manage it

Physical location

Software List of programs, applications, and utilities

Individuals who use it Individuals who manage it

What hardware it resides upon and where that hardware is located

Networking Diagram of how hardware and software components are connected

Individuals who use it/ Individuals who manage it/Company service obtained from

Where the nodes are located, where the wires and other transport media are located

Data Bits of information stored in the system

Individuals who use itIndividuals who manage it

Where the information resides

FIGURE 1.8: IS strategy matrix.

Figure 2.1 – Mission statements of computer companies

Era I 1960s

Era II 1970s

Era III 1980s

Era IV 1990s

Era V 2000+

Era VI 2100+

Primary role of IT

Efficiency

Automate existingpaper-based processes

Effectiveness

Solve problems and create opportunities

Strategic

Increaseindividualand groupeffectiveness

Strategic

Transformindustry/organization

Value creation

Create collaborative partnerships

Value creation

Communityand socialbusiness

Justify IT expenditures

ROI Increasingproductivityand betterdecision quality

Competitiveposition

Competitiveposition

Adding value

Creatingrelationships

Target ofsystems

Organization

Organization/group

Individualmanager/group

Businessprocessesecosystem

Customer/supplierecosystem

Customer/employeesupplierecosystem

Informationmodels

Applicationspecific

Data driven User driven Business driven

Knowledge driven

People driven(orrelationshipdriven)

Era I 1960s

Era II 1970s

Era III1980s

Era IV 1990s

Era V2000+

Era VI 2100+

Dominatetechnology

Mainframe,“centralizedintelligence”

Minicomputer,mostly“centralizedintelligence”

Microcomputer,“decentralizedintelligence”

Client Server,“distributedintelligence”

Internet,global“ubiquitousintelligence”

Socialplatforms,socialnetworks,mobile, cloud

Basis ofvalue

Scarcity Scarcity Scarcity Plentitude Plentitude Plentitude

Underlyingeconomics

Economicsofinformationbundled witheconomics ofthings



Economics ofinformationseparatedfromeconomics ofthings

Economics ofinformationseparatedfromeconomics ofthings

Economics ofrelationshipsbundled witheconomics ofinformation

Figure 2.1 – Mission statements of computer companies (Cont.)

Figure 2.2 Information resources

Type of Information Resource Definition Example

IT Asset Anything that can be used by a firm in its processes for creating, producing and/or offering its products (goods or services)

IS infrastructure Base foundation of the IT portfolio shared through the firm

Hardware, software, network, data components, proprietary technology, web-based services

Information repository Data that is logically related and organized in a structured form accessible and able for decision making purposes.

Critical information about customers that can be used to gain strategic advantage. Much of this information is increasingly available on the web.

IT Capability Something that is learned or developed over time in order for the firm to create, produce or offer it products in IT assets

Technical skill Ability applied to designing, developing and implementing information systems

Proficiency in systems analysis and design; programming skills

IT management skills Ability to managing IT function and IT projects

Being knowledgeable about business processes and managing systems to support them; evaluating technology options; envisioning creative IS solutions to business problems

Relationship skills Ability of IS specialists to work with parties outside the IS department.

Spanning: having a good relationship between IT and business managersExternally-forced: have a good relationship with an outsourcing vendor

Figure 2.3 Five competitive forces with potential strategic use of information resources.

Competitive Force IT Influence on Competitive Force

Threat of New Entrants

Zara’s IT supports its tightly-knit group of designers, market specialists, production managers and production planners. New entrants are unlikely to provide IT to support relationships that have been built over time. Further it has a rich information repository about customers that would be hard to replicate.

Bargaining Power of Buyers

With its constant infusion of new products, buyers are drawn to Zara stores. Zara boasts more than 11,000 new designs a year, whereas competitors typically offer only 2,000 – 4,000. Further, because of the low inventory that the Zara stores stock, the regulars buy products they like when they see them because they are likely to be gone the next time they visit the store. More recently Zara has employed laser technology to measure 10,000 women volunteers so that it can add the measurements of ‘real’ customers into its information repositories. This means that the new products will be more likely to fit Zara customers.

Bargaining Power of Suppliers

Its computer-controlled cutting machine cuts up to 1000 layers at a time. It then sends the cut materials to suppliers who sew the pieces together. The suppliers’ work is relatively simple and many suppliers can do the sewing. Thus, the pool of suppliers is expanded and Zara has greater flexibility in choosing the sewing companies. Further, because Zara dyes 50% of the fabric in its plant, it is less dependent on suppliers and can respond more quickly to mid-season changes in customer color preferences.

Threat of Substitute Products

Industry competitors long marketed the desire of durable, classic lines. Zara forces on meeting customer preferences for trendy, low-cost fashion. It has the highest sales per square foot of any of its competitors. It does so with virtually no advertising and only 10% of stock is unsold. It keeps its inventory levels very low and offers new products at an amazing pace for the industry (i.e., 15 days from idea to shelves). Zara has extremely efficient manufacturing and distribution operations.

Industrial Competitors Zara offers extremely fashionable lines that are only expected to last for approximately 10 wears. It offers trendy, appealing apparel at a hard-to-beat price.

Figure 2.4 Application of five competitive forces model for Zara.

Figure 2.5 Value chain of the firm.


Figure 5.2 Sample business process.



Figure 5.3 Cross-functional nature of business processes.



Figure 5.4 Comparison of silo perspective and business process perspective.

Silo Perspective Business Process Perspective

Definition Self-contained functional units such as marketing, operations, finance, etc.

Interrelated, sequential set of activities and tasks that turn inputs into outputs

Focus Functional Cross-functional

Goal Accomplishment Optimizes functional goals, which might be suboptimal organizational goals

Optimizes organizational goals or the “big picture”

Benefits Highlighting and developing core competencies; functional efficiencies

Avoiding work duplication and cross-functional communication gaps; organizational effectiveness


Figure 5.6 Sample BPM architecture.


Source: Adapted from www.appian.com

Figure 5.7 Appian BPM suite.



Figure 5.8 Enterprise systems and the processes they automate.


Figure 10.2 Relationships among project stakeholders.


Figure 10.4 Project leadership vs. project management (PM) process.

Figure 10.8 Systems development life cycle (SDLC) phases.

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Figure 10.10 Comparison of IT development methodologies.



Figure 10.11 Determinants of commitment for IT projects.


Figure 10.12 Success dimensions for various project types.


Figure 12.1 Three normative theories of business ethics.

Theory Definition Metrics

Stockholder Maximize stockholder wealth in legal and non-fraudulent manners.

Will this action maximize stockholder value? Can goals be accomplished without compromising company standards and without breaking laws?

Stakeholder Maximize benefits to all stakeholders while weighing costs to competing interests.

Does the proposed action maximize collective benefits to the company? Does this action treat one of the corporate stakeholders unfairly?

Social contract Create value for society in a manner that is just and nondiscriminatory.

Does this action create a “net” benefit for society? Does the proposed action discriminate against any group in particular, and is its implementation socially just?


Figure 12.2 Mason’s areas of managerial control.

Area Critical Questions

Privacy What information must a person reveal about oneself to others?What information should others be able to access about you–with or without your permission? What safeguards exist for your protection?

Accuracy Who is responsible for the reliability and accuracy of information? Who will be accountable for errors?

Property Who owns information? Who owns the channels of distribution, and how should they be regulated?

Accessibility What information does a person or an organization have a right to obtain? Under what conditions? With what safeguards?

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Security Category

Security Tools Definition

Hardware system security and controls

Firewalls A computer set up with both an internal network card and an external network card. This computer is set up to control access to the internal network and only lets authorized traffic pass the barrier.

Encryption and decryption

Cryptography or secure writing ensures that information is transformed into unintelligible forms before transmission and intelligible forms when it arrives at its destination to protect the informational content of messages.

Anonymizing tools and Pseudonym agents

Tools that enable the user to navigate the Internet either anonymously or pseudonymously to protect the identity of individuals.

Network and software security controls

Network operating system software

The core set of programs that manage the resources of the computer or network often have functionality such as authentication, access control, and cryptology.

Security information management

A management scheme to synchronize all mechanisms and protocols built into network and computer operating systems and protect the systems from unauthorized access.

Server and browser software

Mechanisms to ensure that errors in programming do not create holes or trapdoors that can compromise websites.

Figure 12.3 Security and control tools.


Security Category Security Tools Definition

Broadcast medium security and controls

Labeling and rating software The software industry incorporates Platform for Internet Content Selection (PICS) technology, a mechanism of labeling web pages based on content. These labels can be used by filtering software to manage access. Also, online privacy seal programs such as Truste that inform users of online vendor’s privacy policies and ensures that policies are backed and enforced by reputable third parties.

Filtering/blocking software Software that rates documents and web sites that have been rated and contain content on a designated filter’s “black list” and keeps them from being displayed on the user’s computer.

Figure 12.3 (Cont.)


Figure 6.1 From abstract to concrete – building vs. IT.

Abstract Concrete

Owner’sVision

Architect’sPlans

Builder’sImplementation

Strategy Architecture Infrastructure

InformationTechnology

Building



Figure 6.2 From strategy to business requirements.


Figure 6.3 Infrastructure and architecture analysis framework with sample questions.


Figure 6.4 Common architectures.

(c) 2013 John Wiley & Sons, Inc. © John Wiley & Sons

Component What Who Where

Architecture Infrastructure Architecture Infrastructure Architecture Infrastructure

Hardware What kind of supplemental server capacity will the new EDI transactions require?

Will TennisUp’s current dual CPU NT servers handle the capacity, or will the company have to add additional CPUs and/or disks?

NA Who is responsible for setting up necessary hardware at the partner site?

Where does responsibility for owning and maintaining EDI hardware fall within TennisUp?

Which hardware components will need to be replaced or modified to connect to the new EDI hardware?

Software What parts of TennisUp’s software architecture will the new architecture affect?

Will TennisUp’s current Access database interface adequately with the new EDI software?

Who knows the current software architecture well enough to manage the EDI enhancements?

Who will do any new SQL coding required to accommodate the new software?

NA Where will software patches be required to achieve compatibility with changes resulting from new software components?

Network What is the anticipated volume of transactions between TennisUp and its manufacturing partners?

High volume may require leased lines to carry transaction data; dial-up connections may suffice for low volume.

Who is responsible for additional networking expense incurred by partners due to increased demands of EDI architecture?

NA Where will security concerns arise in TennisUp’s current network architecture?

Where will TennisUp house new networking hardware required for EDI?

Data Will data formats supporting the new architecture be compatible with TennisUp’s existing formats?

Which formats must TennisUp translate?

Who will be responsible for using sales data to project future volumes to report to the manufacturing partner?

Who will be responsible for backing up additional data resulting from new architecture?

Where does the current architecture contain potential bottlenecks given the changes anticipated in data flows?

Does the new architecture require TennisUp to switch from its current 10Base-T Ethernet to 100Base-T?

Figure 6.5 Framework application to TennisUp.

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Hardware Software Network Data

3 servers: •Sales•Manufacturing•Accounting

Storage systems

ERP system with modules for:•Manufacturing•Sales•Accounting•Inventory

Enterprise Application Integration (EAI) software

Cable modem to ISP

Dial-up lines for backup

RoutersHubsSwitchesFirewalls

Database: •Sales•Manufacturing•Accounting

Figure 6.6 TennisUP’s infrastructure components.


Figure 6.7 Sample architectural principles.


Figure 6.8 TennisUp’s managerial considerations.



Figure 7.1 Business-IT maturity model.


Figure 7.2 IT organization activities and related level of maturity.


Figure 7.2 (Cont.)

Figure 7.3 Global considerations for the IT organization.


Figure 7.4 The CIO’s lieutenants.


Figure 7.5 Components of a business case.Section or

ComponentDescription

Executive Summary One or two page description of the overall business case document. Overview and Introduction

Includes a brief business background, the current business situation, a clear statement of the business problem or opportunity, and a recommended solution at a high level.

Assumptions and Rationale

Includes issues driving the proposal (could be operational, human resource, environmental, competitive, industry or market trends, financial, or otherwise).

Program Summary Includes a high level and then detailed description of the project, well-defined scope, objectives, contacts, resource plan, key metrics (financial and otherwise), implementation plan (high level discussion and potential impacts), and key components to make this a success.

Financial Discussion and Analysis

Starts with financial summary then includes details such as projected costs/revenues/benefits, financial metrics, financial model, cash flow statement, and assumptions that went into creating financial statements. Total Cost of Ownership (TCO) calculations analysis would go in this section.

Benefits and Business Impacts

Starts with business impacts summary then includes details on all non-financial outcomes such as new business, transformation, innovations, competitive responses, organizational, supply chain, and human resource impacts.

Schedule and Milestones

Outlines the entire schedule for the project, highlights milestones and details expected metrics at each stage (what makes the go/no-go decision at each stage). If appropriate, this section can also include a marketing plan and schedule (sometimes this is a separate section).

Risk and Contingency Analysis

Includes details on risks, risk analysis, and contingencies to manage those risks. Includes sensitivity analysis on the scenario(s) proposed and contingencies to manage anticipated consequences. Includes interdependencies and the impact they will have on potential outcomes.

Conclusion and Recommendation

Reiterates primary recommendation and draws any necessary conclusions.

Appendices Can include any backup materials that were not directly included in the body of the document such as detailed financial investment analysis, marketing materials, and competitors literature.



Figure 7.6 Classification framework for benefits in a business case.

Figure 7.7 Cost-risk-benefit analysis for a business case.



Figure 7.7 (Cont.)


Figure 7.8 Average company’s IT portfolio profile.

Transactional13%

Infrastructure54%

Informational20%

Strategic13%


Figure 7.9 Comparative IT portfolios for different business strategies.

Figure 7.10 Valuation methods.Valuation Method Description

Return on Investment (ROI) ROI= (Estimated lifetime benefits-Estimated lifetime costs)/Estimated lifetime costs.

Net Present Value (NPV) Calculated by discounting the costs and benefits for each year of system’s lifetime using present value.

Economic Value Added (EVA) EVA = net operating profit after taxes.

Payback Analysis Time that will lapse before accrued benefits overtake accrued and continuing costs.

Internal Rate of Return (IRR) Return on the IT investment compared to the corporate policy on rate of return.

Weighted Scoring Methods Costs and revenues/savings are weighted based on their strategic importance, etc.

Prototyping A scaled-down version of a system is tested for its costs and benefits.

Game Theory or Role-playing These approaches may surface behavioral changes or new tasks attributable to a new system.

Simulation A model is used to test the impact of a new system or series of tasks; low-cost method.



Figure 7.11 The Balanced Scorecard perspectives.


Figure 7.12 Balanced scorecard applied to IT departments.

Figure 7.13 Example architecture of a dashboard.

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Figure 7.14 Comparison of IT funding methods.

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Figure 7.15 TCO component evaluation.

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Figure 7.16 Soft costs considerations.

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Figure 8.1 Organizational continuum.

Figure 8.2 Advantages and disadvantages of organizational approaches.



Figure 8.3 Federal IT.


Figure 8.4 IS decision rights-accountability gap.


Figure 8.5 Five major categories of IT decisions.

Category DescriptionExamples of Effected IS Activities

IT PrinciplesHigh-level statements about how IT is used in the business.

Participating in setting strategic direction.

IT ArchitectureAn integrated set of technical choices to guide the organization in satisfying business needs. The architecture is a set of policies and rules for the use of IT and plots a migration path to the way business will be done.

Establishing architecture and standards.

IT Infrastructure Strategies Strategies for the base foundation of budgeted-for IT capability (both technical and human) shared throughout the firm as reliable services and centrally coordinated.

Managing Internet and network services, providing general support, managing data, managing human resources.

Business Application Needs

Specification of the business need for purchased or internally-developed IT applications.

Developing and maintaining IS.

IT Investment & Prioritization

Decision about how much and where to invest in IT, including project approvals and justification techniques.

Anticipating new technologies.

Figure 8.7 Matching information security decisions and archetypes.


Figure 8.8 Components of COBIT and their examples.


Figure 8.9 CIO Tactics for implementing SoX compliance.


Variable Description

Organizational variables

Decision rights Authority to initiate, approve, implement, and control various types of decisions necessary to plan and run the business.

Business processes The set of ordered tasks needed to complete key objectives of the business.

Formal reporting relationships

The structure set up to ensure coordination among all units within the organization.

Informal networks Mechanism, such as ad hoc groups, which work to coordinate and transfer information outside the formal reporting relationships.

Control variables

Data The information collected, stored, and used by the organization.

Planning The processes by which future direction is established, communicated, and implemented.

Performance measurement and evaluation

The set of measures that are used to assess success in the execution of plans and the processes by which such measures are used to improve the quality of work.

Incentives The monetary and non-monetary devices used to motivate behavior within an organization.

Cultural variables

Values The set of implicit and explicit beliefs that underlie decisions made and actions taken.

Figure 3.1 Organizational design variables.

Figure 3.4 Comparison of organizational structures

Hierarchical Flat Matrix Networked

Description

Characteristics

Type of Environment Best Supported

Basis of Structuring

Power Structure

Key Tech. Supporting this

Bureaucratic w/ defined levels of management

Division of labor specialization, unity of command

StableCertain

Primary function

Centralized

Mainframe, centralized data and processing

Decision-making pushed down to lowest level

Informal roles, planning and control; often sm.,young orgs.

UnstableUncertain

Primary function

Centralized

Personal computers

Workers assigned to 2 or more supervisors

Dual reporting based on function/purpose

UnstableUncertain

Functions and purpose

Distributed

Networks

Formal/informal communication networks that connect allKnown for flexibility and adaptability

UnstableUncertain

Networks

Distributed

Intranets and Internet

Figure 3.5 Levels of culture.

Figure 3.5 – National cultural dimensions

GLOBEDIMENSIONS

DESCRIPTION RELATIONSHIP TOHOFSTEDE DIMENSION

UNCERTAINTYAVOIDANCE

EXTENT TO WHICH MEMBERS OF AN ORGANIZATION ORSOCIETY STRIVE TO AVOID UNCERTAINTY BY RELIANCE ONSOCIAL NORMS, RITUALS, AND BUREAUCRATIC PRACTICESTO ALLEVIATE THE UNPREDICTABILITY OF FUTUREEVENTS.

SAME AS UNCERTAINTY

POWER DISTANCE DEGREE TO WHICH MEMBERS OF AN ORGANIZATION ORSOCIETY EXPECT AND AGREE THAT POWER SHOULD BEEQUALLY SHARED.

SAME AS POWER DISTANCE

COLLECTIVISM I:SOCIETALCOLLECTIVSIM

DEGREE TO WHICH ORGANIZATIONAL AND SOCIETALINSTITUTIONAL PRACTICES ENCOURAGE AND REWARDCOLLECTIVE DISTRIBUTION OF RESOURCES ANDCOLLECTIVE ACTION.

SAMES AS INDIVIDUALISM/ COLLECTIVISM

COLLECTIVISM II:IN-GROUPCOLLECTIVISM

DEGREE TO WHICH INDIVIDUALS EXPRESS PRIDE,LOYALTY AND COHESIVENESS IN THEIR ORGANIZATIONSOR FAMILIES

TYPE OF COLLECTIVISM FOCUSED ONSMALL IN-GROUPS

GENERALEGALITARIANSIM

EXTENT TO WHICH AN ORGANIZATION OR SOCIETYMINIMIZES GENDER ROLE DIFFERENCES AND GENDERDISCRIMINATION

MODIFIED VERSION OFMASCULINITY/FEMINITY

ASSERTIVENESS DEGREE TO WHICH INDIVIDUALS IN ORGANIZATIONS ORSOCIETIES ARE ASSERTIVE, CONFRONTATIONAL ANDAGGRESSIVE IN SOCIAL RELATIONSHIPS

MODIFIED VERSION OFMASCULINITY/FEMINITY

FUTUREORIENTATION

DEGREE TO WHICH INDIVIDUALS IN ORGANIZATIONS ORSOCIEITES ENGAGE IN FUTURE-ORIENTED BEHAVIORSSUCH AS PLANNING, INVESTING IN THE FUTURE, ANDDELAYING GRATIFICATION

SIMILAR TO CONFUCIAN WORKDYNAMISM BY HOFSTEDE AND BOND(1988)

PERFORMANCEORIENTATION

EXTENT TO WHICH AN ORGANIZATION OR SOCIETYENCOURAGES AND REWARDS GROUP MEMBERS FORPERFORMANCE IMPROVEMENT AND EXCELLENCE

HUMANEORIENTATION

DEGREE TO WHICH INDIVIDUALS IN ORGANIZATIONS ORSOCIETIES ENCOURAGE AND REWARD INDIVIDUALS FORBEING FAIR, ALTRUISTC, FRIENDLY, GENEROUS, CARINGAND KIND TO OTHERS.

SIMILAR TO KIND HEAREDNESS BYHOFSTEDE AND BOND (1988)

Documents

Tables ISM