The cultural influence on decision-making processes in ICT companies: case studies of Brazil and Estonia

Abstract

The ICT (Information and Communication Technology) companies have been powering the global market since its existence and today it represents the most preeminent industry of the 21st century. Having this sector in the limelight of today’s society, this thesis has based its qualitative case studies in ICT companies of both Brazil and Estonia. The empirical data collected for this study targets how the companies employees deal with hierarchy, authority, team-work and implementing decisions. Therefore, as stated in the title, this thesis aims to identify how culture influences decision-making processes in ICT companies of Brazil and Estonia. The empirical data was analyzed trough the theoretical support of authors from the area of cultural anthropology, sociology and management. The countries studied are located in the extremities of the globe and have contrasting cultural differences, which is evidenced in theories and supported by the results. Brazil and Estonia culturally perceive authority and relations between superiors and subordinates in a completely distinctive way. Whilst Estonians do not give importance for statuses or hierarchic structures, Brazilians, on the other hand, not only feel the need for a strong hierarchic structure but also praise status. In spite of having similar types of decision-making, their attitudes within work environment differs on how much freedom, support and initiatives they have for suggesting or even implementing decisions.