Abstract
Cultural dimensions are often identified as a crucial influence on the success/failure of Information Systems (IS), specifically Customer Relationship Management (CRM) systems. Prior research proposed a cultural dimensions framework for the management of CRM systems implementation in a multinational environment (Ali and Alshawi, 2005). This paper assesses that framework through a comparative case study in a large multinational organisation in two countries. The study examined the implementation of CRM systems within the one organisation in both Egypt and the UK. Following observation, document analysis and interviews, a Soft Systems Methodology (SSM) analysis was used to determine themes for each case study. Using Structuration Theory (ST) (Giddens, 1979; 1984) as a lens (Orlikowski, 2000; Walsham, 2002), cultural dimensions which may impact CRM systems implementation were derived. The paper concludes by proposing a revised framework of cultural dimensions for the management of CRM systems within multinational organisations.
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