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 Intensive Business Process
c Prof. Dr.-Ing. Norbert Gronau, Universitt Potsdam
Knowledge Aspect of Business Process ManagementKnowledge Aspect of Business Process ManagementKnowledge Aspect of Business Process ManagementKnowledge Aspect of Business Process Management
Intercultural Aspects in Organizations
(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
c Prof. Dr.-Ing. Norbert Gronau, Universitt Potsdam
Characteristics of Knowledge Intensive ProcessesCharacteristics of Knowledge Intensive ProcessesCharacteristics of Knowledge Intensive ProcessesCharacteristics of Knowledge Intensive Processes
Knowledge Intensive Business Process
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 Business Process
c Prof. Dr.-Ing. Norbert Gronau, Universitt Potsdam
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
Knowledge Intensive Business Process
Focus of AnalysisFocus of AnalysisFocus of AnalysisFocus of Analysis
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Corporate Culture
Corporate Culture
c Prof. Dr.-Ing. Norbert Gronau, Universitt Potsdam
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.
c Prof. Dr.-Ing. Norbert Gronau, Universitt Potsdam
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.
c Prof. Dr.-Ing. Norbert Gronau, Universitt Potsdam
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
Intercultural Aspects in Organizations
c Prof. Dr.-Ing. Norbert Gronau, Universitt Potsdam
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)
Intercultural Aspects in Organizations
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
c Prof. Dr.-Ing. Norbert Gronau, Universitt Potsdam
Power Distance Indicators (excerpt)Power Distance Indicators (excerpt)Power Distance Indicators (excerpt)Power Distance Indicators (excerpt)
Hofstede 19991
Intercultural Aspects in Organizations
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
Intercultural Aspects in Organizations
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
c Prof. Dr.-Ing. Norbert Gronau, Universitt Potsdam
Masculinity and Femininity Indicators (excerpt)Masculinity and Femininity Indicators (excerpt)Masculinity and Femininity Indicators (excerpt)Masculinity and Femininity Indicators (excerpt)
Hofstede 19991
Intercultural Aspects in Organizations
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
Intercultural Aspects in Organizations
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
c Prof. Dr.-Ing. Norbert Gronau, Universitt Potsdam
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
Intercultural Aspects in Organizations
I TALI EN
G RIEC H ENLAN D
BULGARI EN
RUMNI ENUNGARN
SER BIEN
STER REI C HFRAN KR EIC H
SPANI ENPORTUGAL
D EUTSC H LAN DPO LEN
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
I SLAN D
ALBAN IENMAZED O NI EN
D NEMAR K
LU XEMBOU R G
VENEZUELA
KOLUMBIEN
PERUBRASILIEN
GUYANA
SURINAM
FRANZSISCHGUYANA
EQUADOR
BOLIVIEN
PARAGUAY
ARGENTINI EN
CHILE
URUGUAY
KANADA
VEREINIGTE
STAATEN
MEXIKO
GUATEM ALA
BELIZEHONDURAS
ELSALVADO R
CO STARICA
PANAMA
DOM INIKANISCHEREPUBLIK
KUBAHAITI
NICARAGUA
GRNLAND
GYPTENLYBIENALGERIEN
MAROKKO
NIGERIAMAURETANIEN
WES T-S AHAR A
MALITSCHAD SUDAN
ZAIRE
ANGOLA
NAMIBIA
SDAFRI KA
BOTSWANA
THIOPIEN
S O M ALI A
NIG ERIAGUI NEA
TUNES IEN
ER ITREA
ZENTRA L-A FRIKA NISCHEREPU BLIK
MADAGASKAR
TANSANIA
G ABUN
BUR KINA
G H ANA
ELFE NBEI N-K STE
ZAMBIA
ZIM B ABWE
KA M ERU N
TOGO
BENI N
UG ANDA
KENI A
M O SAM B I QU E
L ESOTHO
SWAZIL AND
KONG O
SEN EG ALG A M BIA
G UIN EA-BISSA U
SIER RA- LE O NE
LIBER IA
EQ UATO RIALG UINEA
AN G O LA
RUAND AS AO TOM EU NDP RI NC IPE
M A LA WI
DJIB O UTI
TRKEI
SYRIEN
JORDANIEN
U KRAI N E
MO LDAWI EN
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
Intercultural Aspects in Organizations
How should knowledge as resource be dealt with in internationaloperating companies?
Gronau/Eversheim 2008
N
S
W E
c Prof. Dr.-Ing. Norbert Gronau, Universitt Potsdam
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!
Gronau/Eversheim 2008
Intercultural Aspects in Organizations
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Intercultural Comparison ofKnowledge Processing
Intercultural Comparison of Knowledge Processing
c Prof. Dr.-Ing. Norbert Gronau, Universitt Potsdam
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
Intercultural Comparison of Knowledge Processing
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...
Intercultural Comparison of Knowledge Processing
...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
Intercultural Comparison of Knowledge Processing
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.
c Prof. Dr.-Ing. Norbert Gronau, Universitt Potsdam
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