Os efeitos da cultura nacional no desenvolvimento de sistemas de informa??o em equipes globalmente distribu?das

• Ano de defesa: 2016
• Autor(a) principal: Alvarenga, Fernando Zeni
• Orientador(a): Testa, Mauricio Gregianin
• Tipo de documento: Dissertação
• Tipo de acesso: Acesso aberto
• Idioma: por
• Instituição de defesa: Pontif?cia Universidade Cat?lica do Rio Grande do Sul
• Programa de Pós-Graduação: Programa de P?s-Gradua??o em Administra??o e Neg?cios
• Departamento: Faculdade de Administra??o, Contabilidade e Economia
• País: Brasil
• Palavras-chave em Português: CULTURA ORGANIZACIONAL; ADMINISTRA??O DE PROJETOS; SISTEMAS DE INFORMA??O; ADMINISTRA??O DE EMPRESAS
• Área do conhecimento CNPq: ADMINISTRACAO::ADMINISTRACAO DE EMPRESAS
• Link de acesso: http://tede2.pucrs.br/tede2/handle/tede/6744

In recent years, the process of developing information systems (IS) through globally distributed teams is a common practice in the industry and various companies have adopted this method. These companies have a clear main objective: to achieve a lower cost of information systems development, and to maintain or add value to the final result of this process, i.e., a more stable and efficient code. Besides these points, other factors support this practice: creating an alternative supply of workers that are able to meet the growing demand for development of IS as well as introduce more hours a day of work, i.e., before there was a limiting work for eight hours, today this same offer can reach twenty-four uninterrupted hours in shifts distributed in Malaysia, India, Brazil and the USA, featuring a style of workflow called follow-the-sun, that is, fewer days are required to develop a new information systems or improvements in the current applications (KROLL et al., 2013). However, adherence to this practice reveals significant challenges related to cultural differences, which are due to their nature, complexity, difficult to understand and difficult situations go beyond simple and tangible as: reducing the immediate contact between members of the same team and time difference between various time zones. In this sense, cultural events, if ignored or poorly managed, may negatively affect the achievement of the goals of the project management of IS and thus there is a possibility of causing several damages to the organization and its stakeholders. Thus, this dissertation seeks to address the following research question: what are the effects of national culture expressed by globally distributed teams in successful project management information systems development factors? To answer this question, a survey with a qualitative phase, exploratory, in a company that adopts the practice of IS development through globally distributed teams was held and using two data collection instruments: observation and 38 interviews on the spot with participants from Brazil, United States, India and Malaysia. From the results of the study of Hofstede and his cultural dimensions, the data collected were related cultural events and the impact of reaching the management objectives executed projects internationally.