Occupational Cultures of Information Systems Personnel and Managerial Personnel: Potential Conflicts

Abstract

Management scholars have articulated the importance of occupational cultures in understanding employee behaviors in organizations. In keeping with this theme, Information Systems (IS) scholars have begun examining the occupational culture of IS personnel. It is generally argued that culture is important because cultural differences lead to conflicts and thus to dysfunctional interactions. A comparison of the occupational cultures of two groups can help identify potential conflicts that could ensue when the members from the two groups interact. In the current study, we interviewed IS personnel and management personnel to identify their respective cultural beliefs along group and grid dimensions proposed in Trice’s theoretical framework for characterizing occupational cultures. Based on these interviews, we have analyzed the belief systems of the two groups and highlighted the potential for conflict.