Further, a focus on policies and management strategies that capitalize on the national culture of India, including group work to take advantage of collectivist tendencies, and clearly defined hierarchical systems to take advantage of masculine orientation and high power distances, may allow foreign companies to attract and retain men and women, where in many cases, national culture trumps gender differences.
VED JANAKI PROFESSIONAL
To overcome possible differences in uncertainty avoidance and long-term orientation, IT outsourcers to India should ensure adequate professional development opportunities, mentoring programs, and clearly explained career path opportunities.
Our results suggest that women and men working in the IT industry may have more similarities in terms of national culture than differences by gender. After correcting for problems with outliers, none of the mean differences between men and women were significant at the 95% level at the 90% level, we found differences in uncertainty avoidance and long-term orientation only. We used Hofstede’s value surveys module to analyze gender differences and cultural preferences of 107 Indian IT workers. This paper provides opportunities to better understand underlying country and gender differences of Indian IT workers. Understanding country and gender-level differences may improve chances for success.
Gender adds another level of difficulty when managing IT projects. Global outsourcing increases the complexity of managing IT projects.
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