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The purpose of this paper is to explore experiences of e-learners in relation to their time preferences, and to examine how technology changes temporal culture in e-learning.

A pilot study using multiple methods of data collection to provide a rich picture of the experience of e-learners in relation to temporal flexibility. Taking a narrative approach it analysed data from a survey, time tracking data as well as data from online discussion boards, learners’ assignments and short telephone interviews.

The study found e-learners may experience temporal culture shock when starting to study online for the first time. It highlights the need to explore an individual's time preference and to consider the temporal culture of the e-learning programme.

It highlights that the issue of time is still missing from educational studies and suggests that temporal aspects are included in e-learning research studies. This is a small exploratory study but it indicates the need for further research to explore the potential for temporal culture shock and influence of e-learner time preferences.

Designing an e-learning environment for learners needs to consider learner time preferences to ensure that temporal flexibility is a realised benefit, not a barrier to learning. The temporal culture of the online learning environment also needs to be made explicit so that learner expectations can be managed.

It contributes to the literature on e-learning in the higher education context by providing a temporal lens to explore learner experiences. It is of value to educationalists and learning technologists designing, delivering or evaluating e-learning programmes. Online learners may also benefit from its findings.

This paper is an investigation of the interrelationship between organisational culture and financial control systems (FCS). A comparison is made between three local government organisations using an interpretive research methodology. Several researchers have advocated the adoption of an interpretive approach, among others, to accounting research. The first part of the paper discusses the relevant literature and outlines the research framework used to analyse the empirical data. This framework is based on the approach to studying organisational culture developed by Whipp et al. in 1989 which views culture in terms of a set of core beliefs and four modes of expression of these beliefs. Further, the framework acknowledges the dynamic nature of culture and uses the concept of social dramas to study the interrelationship between culture and the FCS. The second part describes the cultures and the financial control systems of the three organisations and discusses the interrelationship between them using the research framework. The final part summarises the findings, discusses a general model of the interrelationships and suggests some directions for more research in this area.

Temporal dimensions of work is about how individuals perceive the concept of “time”. Time is the critical success factor in any organisation. This article focuses on the theme time, diversity and team performance with an attempt to emphasise that time acts as a mediator between the group and its performance in organisations. The question addressed in this paper is whether the different temporal dimensions of the diverse work force affects the team performance. The study also attempts to understand the impact of task meaningfulness, performance norms and organizational temporal orientations on the team performance in diverse work force.

States that today, the corporate environment is characterized by complexity, uncertainty, contingency and evolution. In these conditions, the design of a learning organization should be based upon Einstein’s conception of time, which represents a dramatic shift from our traditional organizations built upon Newton’s time. In this research, the author defined nine temporal dimensions of organizational culture (for instance schedules and deadlines) which could be managed in order to facilitate change and learning and examined them in relation to individuals’ polychronic behavior, a temporal orientation. Polychronic people do many things at once and experience time as a relatively intangible phenomenon that emerges from specific events. This empirical investigation shows that polychronic time use is related to several dimensions of temporal culture. These results can be used to make the development of learning organizations more effective, particularly when applied to human resource activities and programs.

Examines two temporal elements of organizational culture, polychronicity and speed values, and their effects on organizational performance. The study of these dimensions of culture and their effects on firm effectiveness is especially relevant for leaders who are responsible for the implementation of a firm’s culture as one of the firm’s strategic resources. The impacts of these temporal elements are examined individually and within the context of hypercompetitive industries.

The purpose of this paper is to explain how managers incorporate long-term thinking in their decision-making processes as an antipode to a widely criticized managerial short-termism. For this purpose, the authors present a model of the influence of institutional, cultural and individual temporal factors on managerial long-term orientation (LTO).

This conceptual paper is based on a multidisciplinary review of the literature on the causes of managerial LTO.

It is proposed that managerial LTO is influenced by cultural and institutional factors on both a societal and an organizational level, as well as by managers’ individual temporal predispositions and the strengths of relational commitments with different stakeholder groups. It is further expected that managerial LTO has an influence on sustainability-related managerial behavior.

As the presented model reveals the main factors that orient managers toward the long run in their decisions, it can also be used as a framework to evaluate policies to curb managerial myopia on both an organizational and a societal level.

As sustainability is intrinsically linked with the ability to think and act in the long term, understanding the factors that influence managerial LTO can also contribute to building more sustainable organizations.

One of the main contributions of this paper is that it highlights the link between reciprocal relationships and LTO, an aspect that has not yet been the focus of the literature on the temporal orientation of managers.

This paper aims at analyzing salient cultural transformations and their implications for business and management.

First, the interpretative approach is explained, and its adoption is justified. Then, seven major cultural transformations associated with globalization are identified and analyzed. Finally, business and management implications are discussed.

The cultural trends/transformations caused by or associated with globalization include convergence, divergence, hybridization, the clash of cultures/civilizations, diversity, multiculturalism, time-space compression, temporal acceleration, short-termism, risk, insecurity and uncertainty.

This study, like any other interpretative study, is limited in its internal validity. Furthermore, some scholars may have different perspectives on cultural transformations, such as clash of cultures, diversity, multiculturalism and risk society.

At the methodological level, this paper adopts an interpretative research design and takes into consideration historical, contextual and social components of culture. While the culture in management is often conceptualized as bipolar and mutually exclusive dimensions, this study offers a more versatile conceptualization of culture.

The purpose of this paper is to identify, classify and analyse temporality in information systems development (ISD) literature.

The authors address the temporality and ISD research gap by using a framework – which classifies time into three categories: conceptions of time, mapping activities to time and actors relating to time. The authors conduct a systematic literature review which investigates time in ISD within the Senior Scholars' Basket, Information Technology & People (IT&P), and top two information systems conferences over the past 20 years. The search strategy resulted in 9,850 studies of which 47 were identified as primary papers.

The results reveal that ISD research is ill equipped for contemporary thinking around time. This systematic literature review (SLR) contributes to ISD by finding the following gaps in the literature: (1) clock time is dominant and all other types of time are under-researched; (2) contributions to mapping activities to time is lacking and existing studies focus on single ISD projects rather multiple complex ISD projects; (3) research on actors relating to time is lacking; (4) existing ISD studies which contribute to temporal characteristics are fragmented and lack integration with other categories of time and (5) ISD methodology papers lack contributions to temporal characteristics and fail to acknowledge and contribute to time as a multifaceted interrelated concept.

This work has developed the first SLR on temporality in ISD. This study provides a starting point for ISD researchers and ISD practitioners to test commonly held temporal assumptions of ISD researchers and practitioners.

The purpose of this paper is to develop and to empirically test a model that explains how managing differences between an information technology (IT) provider and an overseas client influences partnership quality and ultimately affects the continuity of the relationship.

A field survey by distributing questionnaires to Indonesian IT providers was conducted over four months, yielding 78 completed responses. These empirical data were analyzed by the partial least squares–structural equation modeling technique to examine the measurement and structural models.

Managing differences, i.e. cultural, temporal and standards differences, has a positive impact on partnership quality through inter-firm interaction, i.e. information exchange, coordination and participation. Partnership quality, consisting of the dimensions of commitment, trust and integration, has a substantial positive impact on the continuity of the relationship.

This study was limited by the use of a limited number of samples, reducing the precision of the results.

This study suggests that if the IT provider is able to manage the cultural, temporal and standards differences with the overseas client, it increases information exchange, coordination and participation between both parties, which are necessary for establishing a high-quality partnership.

This study is the first empirical examination of how the management of differences between an IT provider and an overseas client influences the continuity of their relationship through interaction and partnership quality.

Focus on the qualities and rhythms of time are important in order to understand strain and learning opportunities in modern working life. This article aims to develop a framework for exploring the qualities of time in boundaryless work, and to explore self‐management of time as a process, where the relations between time and tasks are negotiated.

The article consists of a theoretical part that takes inspiration from newer time sociology and leads to proposal of a framework that focuses on the relation between identity, meaning and qualities of time. The empirical part illustrates the use of the framework. The authors present a case study of teachers’ work at an elementary school based on qualitative data collected by observations, teachers' time dairies and individual and group interviews.

The authors suggest an analytical framework where temporal order is a core concept, and points at conflicts between multiple temporal orders as a focus for empirical studies. On the basis of the case study the article discusses how mastering of time conflicts is an integrated part of doing the job and how professional identity and meaning is at stake in this process.

The article urges for a renewal in research on time and strain at work, and discusses how self‐management of time becomes a new area for learning at the workplace, implying that collective arenas should be established.

The article offers an original contribution to understanding and studying temporal aspects of work and the role of learning processes.