Leading global IT-enabled change across cultures

SummaryThis paper explores, from a practice-based departure, the question of how global companies lead IT-enabled transformation across cultures. The paper examines the change management practices incorporated by the leading telecommunications company Ericsson in the transformation of its finance and accounting (F&A) unit. The findings suggest that a practice-based culture can make global transformation projects easier to accomplish, and that IT can reinforce such a culture. However, the findings also shows how the intangible structure of practice-based culture and the tangible structure IT supplies a foundation to build on, but require additional resources that are more situated, social and human oriented to be successful. Overall this paper offers a new perspective of IT-enabled change across cultures by developing the analytical concepts of common ground, common meaning and common interest.

► Explores how global companies lead IT-enabled transformations across cultures. ► Uses rich case study data from the international telecommunications company Ericsson. ► Shows how practice-based culture influence global implementation of ERP systems. ► Illustrates how, when and why leading change across culture can be less problematic. ► Provides a new perspective on IT-enabled change and cross-cultural management.