Leveraging or Exploiting Cultural Difference?

Abstract

Due to the expanding trend to globalise software development organisations need to understand and address issues which previously did not arise. Cultural distance has been identified as one of these key issues. This paper presents the results from a three year study which identified the implications of misunderstanding and not addressing cultural differences. This work was undertaken within a multinational organisation which offshored part of their software development process from Ireland to Malaysia. Of particular relevance was where cultural difference was initially perceived as something which could be leveraged. The opposite proved to be the case and resulted in key Malaysian personnel being forced to leave the organisation. This was due to their cultural aversion to decline requests to undertake additional work. This resulted in serious implications for the success of the projects concerned. Ultimately the requirement for cultural training was recognized by the management and staff at both locations.