IBPM+ +Intercultural+Aspects

8/6/2019 IBPM+ +Intercultural+Aspects

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Universitt Potsdam

Lehrstuhl fr Wirtschaftsinformatikund Electronic Government

Univ.-Prof. Dr.-Ing. Norbert Gronau

August-Bebel-Str. 89

14482 Potsdam

Tel. (0331) 977-3379Fax (0331) 977-3406

http://wi.uni-potsdam.de

Business Process Management

Intercultural Aspects of Business ProcessIntercultural Aspects of Business ProcessIntercultural Aspects of Business ProcessIntercultural Aspects of Business Process

ManagementManagementManagementManagement

Msc in Wi.-Inform. Priscilla Heinze

May 13, 2011

c Prof. Dr.-Ing. Norbert Gronau, Universitt Potsdam

AgendaAgendaAgendaAgenda

Intercultural Aspects of Business Process Management

Knowledge Intensive Business Process

Corporate Culture

Intercultural Aspects in Organizations

Intercultural Comparison of Knowledge Processing


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Knowledge Intensive BusinessProcess



Knowledge Aspect of Business Process ManagementKnowledge Aspect of Business Process ManagementKnowledge Aspect of Business Process ManagementKnowledge Aspect of Business Process Management


(In)Accessibilityof information

Key personsdependency

Businessdecentralization

Collectivedecisionmaking

Team basedprocessparticipantsExternal

processparticipants

Organizationalknowledgeleakage

Flexibleprocesses

Competenceand skillallocation


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Knowledge related Barriers in Phases of Business Process MgtKnowledge related Barriers in Phases of Business Process MgtKnowledge related Barriers in Phases of Business Process MgtKnowledge related Barriers in Phases of Business Process Mgt

Phases of business process management Barriers

Project justificationAnalysisConception

Unfamiliar technical termsObjectives are lacking in practical relevanceConflict of interestExperts profilesContradictions between own and foreignknowledge

RealizationInternal competitionAbility to shareWillingness to share

Integration

Information flood"Not-invented-here"-SyndromePressure oftradition rolesUser unfriendly IT-System

Integration of Knowledge into Business Process Management

Projectjustification

Analysis

Conception

Realization

Integration

Projectmanagement

Change

Management


Characteristics of Knowledge Intensive ProcessesCharacteristics of Knowledge Intensive ProcessesCharacteristics of Knowledge Intensive ProcessesCharacteristics of Knowledge Intensive Processes


Innovativeness

Creativity

Undefinedcourse of action

Decision

latitudeAutonomy

Incompletelydefined tasks

Multiple

sources andmedia

Severalparticipants

Knowledge intensive processes

Eppler et al. 1999, Remus 2002


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Categories DimensionsAttributes for knowledge intensive

processes

Process spanning Culture and organi zat ion Ope n organizat ion cul ture

Environment Branches with high R&D dependence

Process orientation Complexity High amount of process branching

Variability High amount of exceptions

Level of structure Low structure

Task orientation Controlling Vague aim and its assessment

Learning time Long learning time

Employee orientation Decision latitude Wide decision latitude

Competence High competence of employees

Resource orientation Complexity Complex and strongly context-dependenceAccess Knowledge is difficult to access

Type of knowledge Process knowledge

Knowledge exchange Informal

Eppler et al. 1999, Remus 2002

List of Attributes of a Knowledge Intensive ProcessList of Attributes of a Knowledge Intensive ProcessList of Attributes of a Knowledge Intensive ProcessList of Attributes of a Knowledge Intensive Process



Knowledge Intensive Processes

Application, distribution and generation of informationand knowledge

Integrated knowledge management methodsOrganization, culture and technology

ProcedureTime

Costs

Classical Business Process

Extended area of analysis in process oriented knowledgemanagement.

order acceptance

order


Focus of AnalysisFocus of AnalysisFocus of AnalysisFocus of Analysis


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Corporate Culture

Corporate Culture


Definition of CultureDefinition of CultureDefinition of CultureDefinition of Culture

Hofstede 1991, Pheysey 1993, Gronau/Eversheim 2008

Corporate Culture

CultureWay of thinking

Interpretation

Perception

Appreciation

Communication

Has its root fromchildhood times

Learned throughout one'slifetime

Common behaviours

Desired values

Culture is as such only when shared by a group of people.

Humans share and experience the world through culture.


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Meaning of CultureMeaning of CultureMeaning of CultureMeaning of Culture

Lehner 2000, S.67

Corporate Culture

Passed on through socialization (e.g. family)

Ideas and values in terms of ways of thinking, ideologies and emotions

The term "culture" is an word of latin origin: "cultura" - care,culitvation and adoration

Today it sums up societies (nations), ethical or regional groups

Transmission among a group of people (e.g. organizations and families)

Indicators

Definition

Corporate philosophy and corporate climate are parts of culture.


Cultural LayersCultural LayersCultural LayersCultural Layers

Lehner 2000 as suggested by Schein 1995

Basis

Concretization andvisualisation

Realization

Corporate Culture

Basic orientation manners and behaviour patterns

Determined rules, behaviourprinciples etc.

Speech,rituals,

concrete manners,

clothing etc.

Each activity in an organisation is characterized and influencedby its own culture.


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Corporate CultureCorporate CultureCorporate CultureCorporate Culture

Corporate culture

characterize the decisions,actions und behaviour of theorganizational members

= Entirety

represent the basic elementsof the corporate culture

Dill 1986

are embodied and applied byorganizational procedures,

symboles and symbolic actions

common values, normsand attitudes

Corporate Culture

Knowledge and culture are interdependent.


Symbols of Corporate CultureSymbols of Corporate CultureSymbols of Corporate CultureSymbols of Corporate Culture

Lehner 2000, S.70

Corporate Culture

Corporate

culture

Interpersonal symbols

Communication among employeesand between hierarchical layers,handling of conflicts and critics,acceptance of failures, tendency tosingle- or groupwork, behaviour ofemployees among themselves andtoward clients and suppliers etc.

Verbal symbolsSlogans, key sentences,formulation of targets (allcommunicative expressions oforganizational members)

Organigrammes, description of roles, standards ofservice, status symbols, company logo, design andarrangement of new products, special services etc.

Speech

Artefacts

Actions


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Intercultural Aspects inOrganizations



Cultural Study as Theoretical BasisCultural Study as Theoretical BasisCultural Study as Theoretical BasisCultural Study as Theoretical Basis

Kultur am Lehrstuhl

Hofstede 2006

Who is Professor Geert Hofstede?

Relevance of study

A Dutch expert for culture studiesEmeritus Professor for Organization Anthropologie undInternational Management

Fundamental influence of national and regional culture groups onthe behaviour of companies, their organizations and leadership

Most comprehensive study about culture (and organizationalculture)

Enorm diversity of ways of thinking, yet only one structure,which serves as foundation of mutual understanding.


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Cultural Dimensions (Hofstede)Cultural Dimensions (Hofstede)Cultural Dimensions (Hofstede)Cultural Dimensions (Hofstede)


PowerdistanceDecision making

Wishful thinking and actual condition

Uncertainty avoidanceMeasure of (in-) tolerance towards the ambiguity in a society

Hofstede 2006

Masculinity and femininityGender roles

Traditional values

Collectivism and IndividualismSingle combat

Teamwork


Power Distance Indicators (excerpt)Power Distance Indicators (excerpt)Power Distance Indicators (excerpt)Power Distance Indicators (excerpt)

Hofstede 19991


Large Power Distance

Inequalities among people areboth expected and desired

Parents teach childrenobedience

Hierarchy in organizationsreflects the existentialinequality betweenhigher-ups and lower-downs

Subordinates expect to be

told what to doWide salary range betweentop and bottom oforganization

Small Power Distance

Inequalities among peopleshould be minimized

Parents treat children asequals

Hierarchy in organizationsmeans an inequality of roles,established for convenience

Subordinates expect to beconsulted

Narrow salary range betweentop and bottom oforganization


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Uncertainty Avoidance Indicators (excerpt)Uncertainty Avoidance Indicators (excerpt)Uncertainty Avoidance Indicators (excerpt)Uncertainty Avoidance Indicators (excerpt)

Hofstede 19991


Weak uncertainty avoidance

Uncertainty is a normal feature oflife and each day is accepted as itcomes

Low stress; subjective feeling ofwell-being

Comfortable in ambiguousaisutations and with unfamilierrisks

Teachers may say 'I don't know'

Comfortable feeling when lazy;hard-working only when needed

Precision and punctuality have to belearned

Tolerance of deviant and innovativeideas and behaviour

Strong uncertainty avoidance

The uncertainty inherent in life isfelt as a continuous threat whichmust be fought

High stress; subjective feeling ofanxiety

Acceptance of familier risks; fear ofambiguous situations and ofunfamiliar risks

Teachers supposed to have all theanswers

Emotional need to be busy; innerurge to work hard

Precision and punctuality comenaturally

Suppression of deviant ideas andbehavior; resistance to innovation


Masculinity and Femininity Indicators (excerpt)Masculinity and Femininity Indicators (excerpt)Masculinity and Femininity Indicators (excerpt)Masculinity and Femininity Indicators (excerpt)

Hofstede 19991


Feminine

Dominant values in society arecaring for others and preservation

Everybody is supposed to be modest

In the family, both fathers andmothers deal with facts andfeelings

Failing in school is a minor accident

Work in order to live

Managers use intuition and strivefor consensus

Resolution of conflicts bycompromise and negotiation

Masculine

Dominant values in society arematerial success and progress

Men are supposed to be assertive,ambitious and tough; women aresupposed to be tender and to takecare of relationships

In the family, fathers deal with factsand mothers with feelings

Failing in school is a disaster

Live in order to work

Managers expected to be decisiveand assertive

Resolution of conflicts by fightingthem out


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Collectivism and Individualism Indicators (excerpt)Collectivism and Individualism Indicators (excerpt)Collectivism and Individualism Indicators (excerpt)Collectivism and Individualism Indicators (excerpt)

Hofstede 19991


Collectivist

Children learn to think interms of 'we'

Harmony should always bemaintained and directconfrontations avoided

Purpose of education islearning how to do

Relationshipemployer-employee is

perceived in moral terms, likea family link

Relationship prevails over task

Individualist

Children learn to think interms of 'I'

Speaking one's mind is acharacteristic of an honestperson

Purpose of education islearning how to learn

Relationshipemployer-employee is a

contract supposed to be basedon mutual advantage

Task prevails over relationship


Cultural DifferencesCultural DifferencesCultural DifferencesCultural Differences

Differences and their meaningOwn culture in comparison to other cultures

Finding differences and common grounds

Different Cultures......have different ideals

...can meet and get to know each other

...have to think and act intercultural

Intercultural communicationCommunication partners belong to different cultures

Mutual experience of oneself as "different" or "foreign"

Intercultural communication as a big challenge for enterprises.

Gronau/Eversheim 2008


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G RIEC H ENLAN D

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RUMNI ENUNGARN

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SLO WAKEI

TSC H EC HISCHER EPU BLIK

SCHWEI Z

NI EDER LAN DE

BELG IEN

KR O ATIENSLOWEN IEN

BO SN IEN

GROBR I TANN IEN

I R LAN D

N O RWEGEN

SC HW ED EN

FINNLAN D

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D NEMAR K

LU XEMBOU R G

VENEZUELA

KOLUMBIEN

PERUBRASILIEN

GUYANA

SURINAM

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EQUADOR

BOLIVIEN

PARAGUAY

ARGENTINI EN

CHILE

URUGUAY

KANADA

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MALITSCHAD SUDAN

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THIOPIEN

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TUNES IEN

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BELORUSS.R EP.


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International EnterprisesInternational EnterprisesInternational EnterprisesInternational Enterprises

Effects of globalization

Global expansion is widely performedInfluences by internal values and external as well ascountry-specific features

Challenges

Finding the balance between accepting other culturesand accomplishing a standardized corporate culture

Considering the adequate handling of knowledge indifferent cultures


How should knowledge as resource be dealt with in internationaloperating companies?


N

S

W E


Challenges through Demographic ChangeChallenges through Demographic ChangeChallenges through Demographic ChangeChallenges through Demographic Change

Increasing number of senior employees

Loss of tacit knowledge when senior employees leave the companyNecessity of structures to prevent the loss of tacit knowledge

Communication between senior and junior employees has proven tobe difficult

Similar problem: communication between members of different (national)cultures

Possible reason is the different backgrounds of life and experiences ofpeople from different generations

Cultural differences exist not only between different nations!




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Intercultural Comparison ofKnowledge Processing



Different Cultures of LearningDifferent Cultures of LearningDifferent Cultures of LearningDifferent Cultures of Learning

Individualistic cultures

Collectivistic cultures

Live values, which include care for other people

Collectivistic interests come before individual interests

Rules, values and artefacts are noticed in a similar wayby all members of the group

Resistance to collectivismPreference to work alone

Concentration on individual success, "protection" ofown ideas


Collectivism sustains learning experience and generation ofknowledge.

Bouncken, Lotter 2008


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Encouraging collectivistic learning culture by...Encouraging collectivistic learning culture by...Encouraging collectivistic learning culture by...Encouraging collectivistic learning culture by...


...rapidlyintegrating newteam members

...facilitatingsocial contactsbetween theemployees

...creatingoverlapping

groups...making time forproblem solving

...increasingintensive and directcommunication and

interaction

Collectivistic learning culture is fundamental for interculturalteam

Bouncken, Lotter 2008 c Prof. Dr.-Ing. Norbert Gronau, Universitt Potsdam

(India): Historical development of a diversity of knowledge(India): Historical development of a diversity of knowledge(India): Historical development of a diversity of knowledge(India): Historical development of a diversity of knowledgeculturesculturesculturescultures


Pre-colonial knowledge culture: Hindu and Buddhist

Spread of islamic knowledge culture through the islamic capture ofNorth India in the 13th century

British colonial rule (18th - 20th century)Import of "western" knowledge cultures

Fallback to pre-colonial traditions to preserve the own identity

Post independency (1947)Enforcement of western knowledge cultures (to support scientific andeconomical progress)

Today knowledge cultures exist multifaceted side by side, their

combination often leads to synergy effects.Hartnack 2008


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Intercultural comparison

What should employees consider when working in India?What should employees consider when working in India?What should employees consider when working in India?What should employees consider when working in India?

No universal recipesEvery meeting between people is unique because of their differentbackgrounds

Cultural factors of successConfidence about history and culture is especially important forworking success

Digesting new impressionsCollateral coaching to reflect on experiences

The aim is better processing and comprehension

Tolerance, receptiveness, openness and inquisitiveness asguarantee for success during intercultural meetings

Personal attitude

Diversity and changes in India prevent the development ofobligatory hints of behaviour.

Hartnack 2008 c Prof. Dr.-Ing. Norbert Gronau, Universitt Potsdam

Intercultural comparison

Handling with knowledge in the USA and GermanyHandling with knowledge in the USA and GermanyHandling with knowledge in the USA and GermanyHandling with knowledge in the USA and Germany

holistic approach:everything is related

to each other and willbe considered

pragmatic solutions,improvisation und creativity

Reisach 2008

Germany USA

Deductive vs. inductive way of thinking.


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Literature (2/2)Literature (2/2)Literature (2/2)Literature (2/2)Reimer, A.: Die Bedeutung der Kulturtheorie von Geert Hofstede fr das internationale Management. WismarerDiskussionspapiere, Heft 20/2005.

Reisach, U.: Kulturelle Unterschiede im Umgang mit Wissen - Beispiele aus der Wirtschaftspraxis in Deutschland,

USA und China. In: Gronau, N., Eversheim, W. (Hrsg.): Umgang mit Wissen im interkulturellen Vergleich -Beitrge aus Forschung und Unternehmenspraxis, acatech Deutsche Akademie der Technikwissenschaften,2008, S. 97-126.

Remus, U.: Prozessorientiertes Wissensmanagement - Konzepte und Modellierung. Dissertation, UniversittRegensburg, 2002.

Roehl, H.: Instrumente der Wissensorganisation. Perspektiven fr eine differenzierende Interventionspraxis.Gabler-Verlag (Wiesbaden), 2000.

Schein, E.: Unternehmenskultur - Ein Handbuch fr Fhrungskrfte. Campus (Frankfurt), 1995.

Schick, S:. Interne Unternehmenskommunikation. Strategien entwickeln, Strukturen schaffen, Prozesse steuern.Schffer-Poeschel (Stuttgart), 2007.

Schtt, P.: Wissensmanagement. Niedernhausen, 2000.

Weaver, W., Shannon, C. E.: The Mathematical Theory of Communication. Univ. of Illinois Press, 1963.

Winterstein, H.: Mitarbeiterinformation. Informationsmanahmen und erlebte Transparenz in Organisationen.Hampp Verlag GmbH (Mnchen), 1996.

Zillich, S.: Warum Mitarbeiter Ihr Wissen zurckhalten. In: Wissensmanagement, Heft 5, 2003, S.8-11.


Group assignment (30')Group assignment (30')Group assignment (30')Group assignment (30')

Form a group of 5 to 7 people. If your group were a company,

discuss with your members what kind of corporate culture you arepracticing. Look for as many aspects as possible!

Write them on a piece of paper and read them outloud.

Tell a story about the company all-day activities that characterizethe culture.

Hartnack 2008

Intercultural Aspects of Business Process Management

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