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Cultural Diversity As an Organizational Resource: Survey of Guam Leaders

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Cultural Diversity As an Organizational Resource: Survey of Guam Leaders Volume 7, Special Issue 2, 2008 ISSN 1544-0222 JOURNAL OF INTERNATIONAL BUSINESS RESEARCH Special Issue Co-Editors Maria Claret M. Ruane, Alfred University and University of Guam James J. Taylor, University of Guam Barbara A. Wiens-Tuers, Pennsylvania State University-Altoona Editorial and Academy Information may be found on the Allied Academies web page www.alliedacademies.org The Journal of International Business Research is owned by the DreamCatchers Group, LLC. Editorial content is the responsibility of the publisher, Allied Academies, Inc., a non-profit association of scholars, whose purpose is to support and encourage research and the sharing and exchange of ideas and insights throughout the world. Whitney Press, Inc. Printed by Whitney Press, Inc. PO Box 1064, Cullowhee, NC 28723 www.whitneypress.com ii Authors provide the Academy with a publication permission agreement. Neither the DreamCatchers Group or the Allied Academies is responsible for the content of the individual manuscripts. Any omissions or errors are the sole responsibility of the individual authors. The Editorial Board is responsible for the selection of manuscripts for publication from among those submitted for consideration. The Editors accept final manuscripts in digital form and the Publishers make adjustments solely for the purposes of pagination and organization. The Journal of International Business Research is owned by the DreamCatchers Group, LLC, PO Box 2689, Cullowhee, NC 28723, USA, (828) 293-9151, and published by the Allied Academies, Inc. Those interested in subscribing to the Journal, advertising in the Journal, submitting manuscripts to the Journal, or otherwise communicating with the Journal, should contact the Executive Director of the Allied Academies at [email protected]. Copyright © 2008 by the DreamCatchers Group, LLC, Cullowhee, NC Journal of International Business Research, Volume 7, Special Issue 2, 2008 iii EDITORIAL REVIEW BOARD Special Issue Co-Editors Maria Claret M. Ruane, Alfred University and University of Guam James J. Taylor, University of Guam Barbara A. Wiens-Tuers, Pennsylvania State University-Altoona Members of the Special Issue Editorial Review Board Dr. Adel Al-Sharkas, American University in Jordan Dr. Richard S. Colfax, University of Guam Prof. Frank G. Duserick, Alfred University Dr. Ye-Kyoung Kim, University of Guam Dr. Sangjoon Lee, Alfred University Dr. Karri Perez, University of Guam Dr. Marilyn C. Salas, University of Guam Dr. Annette Taijeron-Santos, University of Guam Dr. Luz Suplico, De La Salle University Dr. Girard Tulay, Pennsylvania State University-Altoona Dr. Ansito Walter, University of Guam Journal of International Business Research, Volume 7, Special Issue 2, 2008 iv JOURNAL OF INTERNATIONAL BUSINESS RESEARCH Volume 7, Special Issue 2 CONTENTS EDITORIAL REVIEW BOARD................................................. iii LETTER FROM THE EDITORS ................................................ vi MANAGEMENT ATTRIBUTES OF IMPLEMENTING AN ERP SYSTEM IN THE PUBLIC SECTOR................................1 Doreen T. Crisostomo, University of Guam CULTURAL DIVERSITY AS AN ORGANIZATIONAL RESOURCE: SURVEY OF GUAM LEADERS ..............................17 Ansito Walter, University of Guam Marilyn C. Salas, University of Guam ATTITUDES OF SOUTH KOREAN COLLEGE STUDENTS TOWARDS GLOBALIZATION................................29 Luz T. Suplico, Hankuk University of Foreign Studies ORGANIZATIONAL DETERMINANTS OF CONTINGENT EMPLOYMENT IN THE PHILIPPINES.......................47 Vivien T. Supangco, University of the Philippines SUPPLY CHAIN COLLABORATION IN THE PHILIPPINES .........................................................65 Ma. Gloria V. Talavera, University of the Philippines Journal of International Business Research, Volume 7, Special Issue 2, 2008 v FINANCIAL SYSTEMS AND BUSINESS ACTIVITY IN BULGARIA, CZECH REPUBLIC, HUNGARY, ROMANIA, AND SLOVAKIA ...........................................85 Jerry E. Wheat, Indiana University Southeast Brenda Swartz, Indiana University Southeast Frank Wadsworth, Indiana University Southeast COGNITIVE GAP BETWEEN PRODUCERS AND CONSUMERS IN THE PROCESS OF NEW PRODUCT MARKET FORMATION ................................................99 Mari Yoshida, Kobe University COOPERATION AMONG EDUCATIONAL INSTITUTIONS AND INDUSTRY: SUPPLY CHAIN PERSPECTIVE ........................................111 Akylbek Kargaev, International Ataturk Alatoo University Journal of International Business Research, Volume 7, Special Issue 2, 2008 vi LETTER FROM THE EDITORS It is with great pleasure that we welcome you to this Special Issue of the Journal of International Business Research, a journal published by the Allied Academies to support the exchange of ideas and insights in International Business. This issue features the best papers from those presented at the Hanoi 2008 International Conference on Business, Economics and Information Technology on the theme of "Doing Business in the Global Economy: Economic, Political, Social and Cultural Environments Facing Business." Founded on a very simple idea, that there is so much we can learn from each other, the conference provided an opportunity for academicians, researchers, students, and representatives from industry and government to get together and exchange ideas in the spirit of scholarship and professional growth. We thank the University of Guam's School of Business and Public Administration, Penn State Altoona's Division of Business and Engineering, Alfred University's College of Business, and the Vietnam National University's Hanoi School of Business for their support of this Conference and the publication of this journal issue. We are also grateful to the Academy for providing us with the outlet by which we can share our scholarly efforts with those interested in the study of International Business. Consistent with the editorial practice of the Academy on all of the journals it publishes, each paper in this issue has undergone a double-blind, peer-review process. This issue includes papers by authors from nine different countries and thus reflects the international reach of Allied Academies. Information about the Allied Academies, the JIBR, and the other journals published by the Academy, as well as calls for conferences, are published on its website. In addition, the website displays the latest activities of the organization. Please visit the site and know that the Academy welcomes hearing from you at any time, as do we. Dr. Maria Claret M. Ruane, University of Guam Dr. James J. Taylor, University of Guam Dr. Barbara A. Wiens-Tuers, Pennsylvania State University-Altoona www.AlliedAcademies.org Journal of International Business Research, Volume 7, Special Issue 2, 2008 1 MANAGEMENT ATTRIBUTES OF IMPLEMENTING AN ERP SYSTEM IN THE PUBLIC SECTOR Doreen T. Crisostomo, University of Guam ABSTRACT Implementing an Enterprise Resource Planning (ERP) system in the public sector is a difficult task. During the late 1990s when organizations were required to be Y2K compliant, the Department of Administration (DOA) attempted to implement an ERP system, and after years of unsuccessful attempt; DOA went back to its legacy system. Not much research was done in this area; therefore this study identified management attributes in implementing an ERP system in the public sector. It is important that management understand the issues that may arise when implementing an ERP system in the public sector. Given that most of the data are categorical, univariate linear regressions tests were conducted to establish a predictive relationship between the variables and further analyses were done to test the significance of the correlations using a 0.05 level of significance. The findings revealed that management attributes identified as being associated with the successful implementation of the enterprise resource planning system in the public sector are (a) top management’s knowledge of the system, top management’s preparedness to support the project team’s efforts to manage change generated by the ERP system implementation and to support the implementation process; and (b) project manager’s skills and knowledge of the ERP system and keeping employees informed regarding the status of the ERP project; INTRODUCTION Due to the changing technology occurring in the business environment, changes are needed in the organizational structure as well. Governments are constantly enacting legislation that influences how companies perform, and the trend is to liberalize trade across borders, thereby developing extreme competition among companies, people, and products. Thus, there is a pressure present that is forcing companies to change. In order for ERP implementation strategies to work, management must support the project (Beatty & Williams, 2006; Sankar, 2006). Other management issues are obtaining the right staff for the implementation, and how to address the reaction of users to the new system. It is important that management supports the ERP project. Top management commitment is critical to the success of a new or revised system (Bagranoff et al., 2005; Beatty & Williams, 2006; Sankar, 2006). According to Tuteja (2005), the characteristics of a true ERP solution must be flexible to meet the changing needs of an enterprise, modules should be able to interface or detached from the Journal of International Business Research, Volume 7, Special Issue 2, 2008 2 system without affecting other modules and have the capability to support multiple hardware platforms, the ability
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