Conclusion

---

This study was supported in the addressed hypotheses except for hypothesis six by the findings of the data analysis and by previous researchers in the cross-cultural studies. Few topics have received special attention from IS professionals and practicing managers in the people management, especially for cross-cultural related areas. Thus, this research as indicated by Bonini and Adams (1991) and Desanctis and McBride (1986) has attempted to examine and interpret information systems managers' behaviors and attitudes pertaining to the values, job satisfaction and performances between American IS managers and Korean IS expatriate managers who work in the banking industry located in the American territory. For a pretest, the questionnaires were sent to those selected IS managers including data processing managers, and check processing managers in the banking organizations. The valid response rate was 32.3%. For examining those goals and objectives of the study, fourteen hypotheses were developed through the literature research and the hypotheses were tested using the questionnaire of 35 question items. As a research methodology, this research used production moment correlation analysis, factor analysis, regression and ANOVA. For the purpose of examining the reliability and validity of the test instrument, those validity and reliability tests were conducted. Special attention was paid to the point of whether or not Korean IS expatriate managers would change their value system so that they could affect the job satisfaction and their performances in their organization.

Generally speaking, Korean IS expatriate managers still hold their inherited value systems during their overseas assignment. However, there were not many differences from the previous studies done by Child (1981) and other researchers (Hofstede, 1980, 1984; Hofstede, 1983; England, 1967; Haire, Ghiselli, & Poter, 1966). It implies that a further study would be good by adding American IS managers who work in Korea and Korean IS managers who currently work in Korea to the current data. Thus, for the next test, the sample subjects may be drawn from American and Korean computer manufacturing industries located in America and Korea. This study implies that divergence hypothesis in an organization is identified through the research. In addition to this, since some former communist countries in Europe are experiencing difficulties in their economies, it seems an opportune time that the findings of the study of the cross-cultural influences on IS managers be applied to those IS managers in eastern European countries. From a practical standpoint, an organization should organize and design its structure specifically depending on the cultures of IS managers so that it can improve IS managers' performance, values and job satisfaction through a proper channel of communications, relationships between subordinates and superiors, working conditions, and adequate intrinsic and extrinsic rewards and benefits. As findings have suggested, IS managers' behaviors and attitudes in an organization are determined by their specific cultures. IS managers' involvement in their organizations was identified as one of the important factors for improving their job satisfaction which may improve their performances. An international management of an organization should consider an IS manager's cultural background when the organization provides benefits whether it should be an intrinsic or extrinsic one.

Even though, Korean IS expatriate managers were raised and educated in more collectivistic and traditional settings; they indicated that they are very eager to diffuse and absorb the new IS technology. The result may explain the rapid development of Korean economic structures during the last three or four decades and explain the relatively affluent living conditions they currently have.

As a group of Korean IS expatriate managers, they are adapting their indispensable factors for their organization, but they still keep values inherited from their own cultures and educations. Therefore, this value systems should be applied into an organizational policy in order to maximize IS expatriate managers' job satisfaction and performances as well.

---