Allt fler organisationer eftersträvar enhetliga arbetssätt och försöker att uppnå detta genom användandet av affärssystem. Affärssystemsimplementationer är komplexa och tidskrävande projekt och kan försvåras på grund av organisationskultur som betraktas som en kritisk faktor. När organisationer expanderar över landsgränser uppstår utmaningen med att skapa enhetliga arbetssätt trots skilda rådande kulturer, vilket leder fram till frågeställningen: ”Hur påverkar skilda organisationskulturer affärssystemsimplementationer i internationella organisationer?“. Denna studie baseras på intervjuer med anställda på ett internationellt företag som vid tillfället höll på att implementera ett nytt affärssystem i syfte att uppnå enhetliga arbetssätt. Diskursanalys användes för att analysera respondenternas tal med utgångspunkt från de fyra kulturtyperna i Competing Values Framework (CVF) för att identifiera hur kulturella skillnader och likheter påverkar affärssystemsimplementationen i en internationell organisation. Studien resulterar i att skilda organisationskulturer både underlättar och försvårar affärssystemsimplementationen. En av slutsatserna är att skilda organisationskulturer kan påverka tiden för en affärssystemsimplementation beroende på vilken typ av organisationskultur som avdelningen har. / Organizations today strive to achieve common work ways and try to do so by using enterprise resource planning systems (ERP). ERP-implementations are complex and time-consuming projects and can be affected by organizational culture which is seen as a critical factor. However, when organizations choose to expand to other countries the challenge to create common work ways is faced due to different cultures which concludes in the question:”How does different organizational cultures affect ERP-implementations in international organizations?“. This study is based on interviews in an international company, who by the time, was implementing a new ERP-system with the purpose to create common work ways.  Discourse analysis was used to analyze the informant’s answers through the four types of culture in Competing Values Framework (CVF) to identify how the cultural similarities and differences affect ERP-implementation in an international organization. This study shows that organizational culture both simplifies and complicates the ERP-implementation. One of the conclusions is that the ERP-implementation might affect the time needed for a ERPimplmentation depending on which organizational culture the department has.

Nel campo della psicologia delle organizzazioni, la gestione della differenza è un argomento di crescente interesse. Studi sul Diversity Managemetn sono stati promossi dalla graduale consapevolezza che per le organizzazioni, promuovere la diversità non solo contribuisce a garantire la soddisfazione e le prestazioni dei singoli lavoratori, ma offre anche vantaggi in termini di business e riconoscimento da stakeholders esterni e contesto sociale. Podsiadlowski et al (2012) hanno identificato cinque culture – Reinforcing Homogeneity, Color-Blind, Fairness, Access, Integration – con cui le organizzazioni possono approcciare la differenza e che possono essere collocate su un continuum da difensiva, a reattiva, a proattiva. Scopo di questo lavoro è ottenere una fotografia delle culture organizzative della differenza nel contesto italiano al fine di comprendere "lo stato dell'arte". Inoltre, si mira a capire: se e che tipo di interazioni la cultura organizzativa della differenza può avere con altri fattori della vita organizzativa e che tipo di impatto la cultura organizzativa della differenza può avere sulla creatività organizzativa e sul benessere individuale. Al fine di offrire un contributo alla validazione di due strumenti non ancora particolarmente diffusi in ambito italiano si sono anche testate le proprietà psicometriche della Cultural Intelligence Scale e del Diversity Perspective Questionnaire. / In the field of organizational psychology, Diversity Management is a topic of growing interest. Studies on Diversity Management have been led by the gradual awareness that for organizations, fostering diversity not only helps to ensure the satisfaction and performance of the individual workers, but also offers benefits in terms of business and recognition from external stakeholders and social context. Podsiadlowski et al. (2012) identified five different ways organizations approach diversity – Reinforcing Homogeneity, Color-Blind, Fairness, Access, Integration – that can be seen on a continuum from defensive, to reactive, to proactive attitude. Aim of this work is taking a picture of the organisational cultures of difference in the Italian context in order to understand "the state of the art". Moreover, this work aims to understand: if and what kind of interactions the organisational cultures of difference can have with other organizational life factors and what kind of impact the organisational cultures of difference can have on organizational creativity and individual well-being. In order to offer a contribution to the validation of two tools not yet particularly widespread in terms of use in the Italian context we also tested the psychometric properties of: the Cultural Intelligence Scale and the Diversity Perspective Questionnaire.

Il existe encore peu de recherches qui se penchent sur l’échec de projets internationaux, notamment sur une période de plusieurs années, depuis la décision initiale, jusqu’au départ du pays après une présence de deux années. En partant d’une synthèse de la littérature existante sur l’internationalisation des entreprises et sur le management interculturel, nous nous sommes intéressés à l’implantation en Russie d’un équipementier automobile de taille moyenne, pour qui ce projet revêtait pourtant un caractère stratégique. Notre objectif a été d’identifier, de comprendre et d’évaluer les différents facteurs qui ont pu être à l’origine de l’échec du projet, en nous fondant sur l’interview des acteurs russes et occidentaux, sur un certain nombre de documents édités lors de la phase préparatoire et sur l’entretien de plusieurs responsables d’entreprises du même secteur, bien implantés en Russie. Nous montrons que malgré une forte motivation, l’équipe n’a pas pu répondre aux nombreuses contraintes locales, en grande partie parce qu’elle n’a pas su créer une coopération efficace avec ses collègues et partenaires russes. Nous concluons sur plusieurs pistes de réflexion et de conseils concrets pour mieux aborder des projets similaires. / Little research look at failures of international projects, especially over a period of several years, from the original decision to country departure, after a two years’ presence. Based on analysis of the existing literature on company internationalization and intercultural management, we examine the Russian deployment of a middle-size automotive subcontractor, for whom the project was strategic. Our aim is to identify, understand and evaluate the impact of the different factors, which led to the failure, using interviews of the Western and Russian participants, documents issued during the preparation phase, as well as interviews of managers of automotive companies well established in Russia. We show that despite strong personal investment, the team was not able to respond to the numerous constraints of the Russian market because of a lack of efficient cooperation with their Russian colleagues and partners. We conclude with a certain number of major considerations and advice to face similar projects more efficiently.