The culture plays a major role in global information system management. Since the culture strongly influences management practices, such as decision making, policy-making, and system development strategies. However, the research on cultural dimensions offers a theoretical base that has been normally utilized for discovering the effects of cultural differences on the implementation and acceptance of information systems. These dimensions of culture are: (Kim & Peterson, 2003)
Additionally, the complication of GIS development augments with the cultural dissimilarities in the countries concerned, particularly when the project manager is unable to recognize or distinguish the factors and overall situations that must be measured all through the global information system implementation. In addition, other complexities and challenges take place because of different languages, business, and official environments, vendor and technology help, national communications, local market size, the presence of local IT skills, and data export controls. Normally, culture differences affect global projects more than local projects because the straightforward and uncomplicated information system implemented locally can become a nightmare (a challenging task) if implemented globally (Biehl, 2007).
Different techniques and technologies can be used to help resolve above discussed issues, for instance outsourcing is a best solution when workforce is less qualified. Social networks and other collaboration tools can be used to improve communication between international teams.
As physical and logical security regulations are dissimilar, and they require to be tackled in cycle. Companies and Governments have previously spent hundreds of millions of dollars in the union of logical and physical security solutions. Security inside the business organization has previously been