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Seeks to examine the impact of national culture on the importance level students place on ten teaching techniques commonly used by US business instructors.

Undergraduate and MBA business students, including students born in the USA and students born in a foreign country, rated the techniques.

Ratings by students from cultures preferring techniques where the instructor provides high structure differ slightly from the ratings by students from cultures preferring techniques where the instructor provides lower structure.

The respondents are from one US university. Therefore, the results cannot be generalized.

The framework is useful in that it reminds instructors/trainers that, if a group of learners is from the same culture, a customized technique may be effective but, if the group is from diverse cultures, it reminds them that they may have to provide more structure to those students and trainees from cultures which learn best through directive techniques than to those which learn best through less directive techniques.

Some researchers have examined how culture influences learning‐style preference. However, much of the existing literature has been contributed by educational psychologists, whose major concern has been the academic performance of Blacks, Hispanics, and American Indians being lower than that of whites in the USA. This study addresses the impact of national culture on students’ teaching/learning technique preference.

The purpose of the article is to investigate the impact of organizational culture on software process improvement (SPI). Is cultural congruence between an organization and an adopted process model required? How can the level of congruence between an organizational culture and the values and assumptions underlying an adopted process model be assessed?

The competing values framework and its associated assessment instrument are used in a case study to establish an organizational culture profile of a software development business unit within the case company. The instrument is supplemented with a technique to produce culture profiles of texts such as process models like the Capability Maturity Model Integration (CMMI) and the case company's quality management system. The different profiles are subsequently analyzed and compared.

The culture profile of the CMMI confirms previous research and depicts a result‐oriented, formalized, and structured organization. A comparison with the company's quality management system shows congruent culture profiles suggesting that the case company has succeeded in capturing underlying assumptions of the CMMI when updating the quality management system. The analysis also reveals the organizational culture profile of the business unit to be incongruent with the quality management system's profile. This disconfirms previous research claiming that congruence is a prerequisite. Further analysis reveals that actions were taken by managers in the case company to address the cultural challenges and successfully implement new processes. It is, therefore, concluded that cultural incongruence is not an insurmountable barrier to SPI. By comparing cultural profiles, some SPI implementation challenges become evident and that in turn allows for effective SPI management action.

The research is based on a single case study and that is sufficient to disconfirm existing research. Additional research is, however, needed to validate both the proposed text analysis technique as well as the proposed process for assessing and managing cultural challenges confronting SPI projects.

SPI managers are provided with a more complex view of organizational culture in which congruence is not a necessity. SPI managers can choose to compare culture profiles and decide how to address incongruences. To that end the text analysis technique is offered as a web service that allows for analysis of all text‐based process models and standards, and of internal process documentation.

The proposed culture management process, including the text analysis technique, is a cost‐efficient approach to analyzing and providing the basis for managing cultural challenges during SPI in a specific company. The process provides understanding and guidance in dealing with the specific challenges faced by software companies during SPI.

This study aims to investigate the effects of organizational culture factors on the selection of software process development models and develops a conceptual model for selecting and adopting process development models with an organizational culture approach, using 12 criteria and their sub-criteria defined in Fey and Denison’s model (12 criteria).

The research hypotheses were investigated using statistical analysis, and then the criteria and sub-criteria were selected based on Fey and Denison’s model and the experts’ viewpoints. Afterward, the organizational culture of the selected company was measured using the data from 2016 and 2017, based on Fey and Denison’s questionnaire. Due to the correlation between the criteria, using the decision-making trial and evaluation technique, the correlation between sub-criteria were determined, and by analytical network process method and using Super-Decision software, the process development model was preferred to the 12 common models in information systems development.

Results indicated a significant and positive effect of organizational culture factors (except the core values factor) on the selection of development models. Also, by changing the value of organizational culture, the selected process development model changed either. Sensitivity analysis performed on the sub-criteria implied that by changing and improving some sub-criteria, the organization will be ready and willing to use the agile or risk-based models such as spiral and win-win models. Concerning units where the mentioned indicators were at moderate and low limits, models such as waterfall, V-shaped and incremental worked more appropriately.

While many studies were performed in comparing development models and investigating their strengths and weaknesses, and the impact of organizational culture on the success of information technology projects, literature indicated that the impact of organizational sub-culture prevailing in the selection of development process models has not been investigated. In this study, new factors and indicators were addressed affecting the selection of development models with a focus on organizational culture. Correlation among the factors and indicators was also investigated and, finally, a conceptual model was proposed for proper adoption of the models and methodologies of system development.

This paper seeks to investigate the use of projective techniques in Asia‐Pacific markets with particular reference to Taiwan and to compare this with the literature on cultural differences in conducting research to see if any correspondence exists.

The paper is based on a literature review and a small qualitative study of indigenous and expatriate market researchers who work or had recently worked in South Korea, Hong Kong, China, Taiwan and Indonesia.

The paper concludes that the use of projective techniques in Asia‐Pacific can be usefully guided by an understanding of the different cultures there compared with the cultures in the UK and other western markets. It illustrates that projective techniques are as used and are as useful in market research in Asia‐Pacific as they are in the UK.

The research fills a gap in the literature and extends knowledge of how projective techniques are used in Asia‐Pacific markets.

We are now very much aware of the hazards associated with salmonella and listeria in foodstuffs. Newer methodologies are compared with conventional techniques for their rapid detection. Recent developments in culture media are discussed, as is a new rapid culture test kit for salmonella. Novel techniques such as ELISA, nucleic acid probes and flow cytometry are described, and a comparative assessment is made of reported findings. Nucleic acid probe and ELISA assays are considerably quicker than traditional culture techniques but they would benefit from increased sensitivity; they show inferior specificity with listeria and are still dependent on an enrichment stage. Recent DNA amplification techniques could provide a solution to the problem of poor probe sensitivity and allow the direct detection of pathogens from food samples. Flow cytometry may have the potential for high sensitivity and specificity and could be useful for on‐line monitoring in factories.

The purpose of this paper is to identify the key cultural concepts effecting security in multi‐organisational systems and align these with design techniques and tools.

A grounded theory model of security culture was derived from the related security culture literature and empirical data from an e‐Science project. Influencing concepts were derived from these and aligned with recent work on techniques and tools for usable secure systems design.

Roles and responsibility, sub‐cultural norms and contexts, and different perceptions of requirements were found to be influencing concepts towards a culture of security. These concepts align with recent work on personas, environment models, and related tool support.

This paper contributes a theoretically and empirically grounded model of security culture. This is also the first paper explicitly aligning key concepts of security culture to design techniques and tools.

IT outsourcing (ITO) has developed into an established practice for organizations but the interorganizational and oftentimes international collaboration it involves comes at a price: Reports from academia and practice suggest that more than 25% of all ITO projects fail, many because of cultural differences between client and provider organizations. Against this background, this paper analyzes the complex nature of cultural distance and its multi-faceted effect on ITO success.

This paper builds upon extant literature on culture on the national, organizational and team level, conceptualizes its effect on relationship quality and ITO success, and hypothesizes a model on potential moderators and management techniques to offset culture-induced challenges. It then evaluates and refines the model by means of an interpretive qualitative research design for an in-depth single-case study of ProSiebenSat.1 Media SE (P7S1), a leading European media company that reconfigured its IT sourcing model three times in 10 years.

The results from interviews with top managers from client and provider organizations represent one of the first integrated views on the critical importance of cultural compatibility on multiple levels, provide manifold examples for its complex effect on ITO success, as well as moderators and potential management techniques to promote ITO success.

This paper contributes relevant empirical insights to the growing body of literature on culture and its underestimated role in ITO success. It builds on tentative theory that is confirmed and refined.

The paper helps in substantiating the complex and intangible nature of culture and demonstrates means for its effective management.

The results from interviews with top managers from client and provider organizations represent one of the first integrated views on the critical importance of cultural compatibility on multiple levels, provide manifold examples for its complex effect on ITO success, as well as moderators and potential management techniques to promote ITO success.

Notes that methodological problems are hampering the growth of cross‐cultural marketing research and presents a review of methodological issues to address these problems. Organizes these issues around a six‐step framework which includes elements such as problem definition, the development of an approach and research design formulation. Notes that the marketing research problem can be defined by comparing the phenomenon or behaviour in separate cultural contexts and eliminating the influence of the self‐reference criterion. Discusses issues in data analysis such as treatment of outliers and standardization of data. Concludes with an interpretation of results and report presentation.

Conducting research with children and youth has become increasingly challenging in recent years. At times these difficulties come in the form of restrictions by Institutional Review Boards, funding agencies, and parents. Additionally, changes in youth culture and behavior, specifically regarding online activities and digitally mediated communications, impact the access that researchers have to children and youth communities in significant ways. In this chapter, I propose that the use of an emerging methodological technique, digital ethnography, may provide researchers with new data sources on children and youth culture. Digital ethnography combines ethnographic techniques of observation, participation, and interview with content analysis to collect rich data about online behavior, norms, expectations, and interactions. This technique not only provides researchers with sources of data that allow insight into youth culture by acknowledging the increasing importance of online and digital interactions in youth culture but may also address some of the concerns raised by IRBs and other interested parties about conducting research with children and teens. This chapter provides practical and ethical considerations of this method, as well as a discussion of limitations of data collection and access as it highlights new ways of studying youth culture, using emerging data collection techniques in innovative research projects.

In the knowledge‐based environment business firms face today, “high performance” organization is in popular demand. This paper aims to identify dimensions of organizational culture that are relevant in creating and maintaining a high performance organization within and across cultures.

The hypotheses are tested using the 62‐society Global Leadership and Organizational Behavior Effectiveness data on organizational and societal cultures. The impact of uncertainty avoidance, future orientation, power distance, gender egalitarianism, and humane orientation values and practices, at the organizational and societal level, is evaluated using hierarchical linear model methodology.

Several strategic facets may help develop high performing organizations. First, invest in the societies where such organizations are common. Second, invest in the societies that have uncertainty absorbing technological infrastructure and that are culturally sensitive (humane oriented). Third, invest in one or more of the five techniques that support the practice of high performing organizations. Fourth, invest in the societal contexts that value gender diversity, as they are more likely to value a shift towards high performing organizations. Fifth, invest in forming alliances with the organizations that value gender diversity, future‐oriented workforce strategies, and uncertainty absorbing technological infrastructure, as they are more likely to positively reinforce partner efforts to become high performing.

A multi‐faceted (five strategic facets), multi‐dimensional (five cultural techniques), and multi‐level (organizational and societal) approach to the development of high performing systems will help organizations foster and sustain an open culture, where cultural sensitivities are addressable through a climate of exchange and mutual give and take.

The paper uses a cross‐cultural database to identify the cultural dimensions of high performance organizational design.