Enhancing Awareness of Cultural Influences on Requirements Engineering

Study Study title Countries covered Raw Data Label Code 1Yaseen et al. [2019]: Validation of Critical Challenges During Requirements Implementation in Global Software Development with Empirical Study Pakistan The results obtained after conducting a questionnaire survey of the critical challenges that analysts face during collecting requirements from clients. Current survey is conducted in software houses of Pakistan: Lack of effective and proper way of communication' is critical challenge that is agreed strongly by maximum in all other challenges. Analysis of these factors after conducting the questionnaire survey shows that factors such as “Lack of effective and proper way of communication”, “Lack of coordination and collaboration”, “Requirement management”, “Culture issue, time zone differences, language problem” are identified as most critical in both literature and industry. Lack of effective communication process directly affect requirements elicitation process."..."42% of people strongly agreed that Culture issue, time zone differences, language problems effect elicitation process"..."37% of people strongly agreed that Trust building is a g a critical challenge in GSD which effects requirements elicitation process" These are the challenges faced by software houses of Pakistan working with RE process for GSD. Not specific for this culture: 1Lack of proper way of Communication is a critical challenge. 2Lack of coordination and collaboration is another challenge. 3Cultural issue, time zone and language issue are also critical problems. Communication context; Coordination and Collaboration Context; Language Issue; Establish Trust. 2Malik et al. [2019]: Requirements Engineering (RE) process for the adaptation of the Hospital Information System (HIS) Saudi Arabia The authors investigated culture-specific behaviors when adapting a system to another environment according to RE process in Saudi Arabia: "The female patient picture must not be shown."; "The female patient needs the consent of her male guardian."; "The information on the husband is mandatory." 1Female patients can not have treatment without male attendant's (Guardian/Husband) consent/information. Gender Segregation. 3Chaudhary et al. [2020]: RES-TOOL To Overcome Requirements Elicitation Barriers In Pakistan Software Industry Pakistan "Identification of requirements elicitation barriers in Pakistan software industry: Client does not want to help Language Barriers Gender Biasness Poor Communication" 1. Highest and second highest ranked barrier are incorrect requirements and missing requirements respectively. 2. Then the next major barrier is: Poor communication. 3. Language barrier and Gender biasness seems to have a moderate impact. 4. Client not ready to help. Communication Context ; Language Issue ; Gender Preference; Clients Resistance. Study Study title Countries covered Raw Data Label Code 4Alzayed [2021]: Requirements Engineering: An Industrial Survey in the Gulf Cooperation Council Countries Saudi Arabia, United Arab Emirates "“Only six projects (out of 36) in the UAE used a particular method… 83.3% …did not use a particular method.” “88.8% of the respondents in the UAE did not define the project scope.” “A total of six out of 36 projects resorted to a specific method in the KSA… 83.3% …did not use a particular method.” “In the KSA, 66.6%… scope… was not defined. Only 33.3%… was defined.” Loose employment of RE practice UAE: Loose employment of RE practices Saudi Arabia (KSA): Loose employment of RE practices 5 Uder et al. [2022]: Impact of Korean culture on the selection of RE elicitation methods South Korea The authors identified Influence of cultural aspects on elicitation methods: "Superior’s Influence. This cultural aspect affects the choice of methods, especially when the methods require the collaboration of people." "Deference for Elderly and Superiors. The influence of this factor is mainly related to elicitation methods where younger and older or superiors and subordinates cooperate together" "Gapjil. This factor influences the connection between superior and subordinate" "Honesty and Openness of one’s own Mind. This aspect indicates that clients often have problems expressing their own opinion" "Group Behaviour. This aspect implies that persons within a group hold the same opinion." "Gender Role. This aspect has the potential to affect all methods where people communicate directly with each other." "Pali Pali. Pali pali describes the preference of speed over completeness" "Relationship and Trust. Trust in the requirements engineer is especially important for interviews and focus groups." "Language. Methods that support asynchronous communication are preferred, because they enable the weaker party to consider what has been said." 1Superior/Managers influence process to collaborate people; 2Deference between people; 3Superior decision taking; 4Honesty and Openness; 5Decision through collaboration; 6Gender biases; 7Shotcut to results; 8Relationship and trust building; 9Language to communicate. Manager’s Influence; Deference; Centralised decision making (Gapjil); Honesty and Openness; Collaborative decision making; Gender preferance; Targeting quick results/Pali Pali; Building Relationship; Establishing Trust; Language issue. Study Study title Countries covered Raw Data Label Code 6Khan et al. [2022] Cultural Influence On Requirement Engineering Process And Practices; A Pakistani Perspective Pakistan "As per result interpretation research show that developers in Pakistan agree on what is decided by upper management. They accept upper management orders without asking any questions. Our findings also show the worst effect of PDI in the context of requirement elicitation process, that the clients doesn’t want to cooperatively discuss the main staple of business" "That indicate that there is strong effect of PDI on RE activities in the context of Pakistani Culture" "This face to face method allows software engineers to create trust and certain level of an emotional relationship with client," "It is considerable that this dimension(IND) has a huge impact on RE activities rather than other dimensions. " "Research shows that Pakistani Client respect and accept the recommendation and suggestion of the experts not because they are specialists in the field, but because these recommendations are essential and valuable in term to avoid uncertain problematic situation" "As per boxplot interpretation our result shows that there is great effect of MAS on RE activities in the context of Pakistani culture." "Our findings show that in Pakistani Culture the share of females working in software industry is very low." "Results also explore that the developers are willing to work independently rather than as a subordinate member." 1PDI factors identified and has strong effect on RE activities on Pakistani culture. 2IND factors identified where face to face method plays an important role, and has huge effect on RE activities on Pakistani culture. 3UAI has considerable effect on RE. 4-MAS has great effect on RE. Manager’s influence; Establish trust; Building Relationship; Deference; Subordinate Avoid taking risk; Gender preference. Study Study title Countries covered Raw Data Label Code 7 Alsanoosy et al. [2019a]: Cultural influence on requirements engineering activities: Australian practitioners' view Australia "Table 2 summarises the cultural characteristics and their impact on RE activities" "Hidden agenda" "Resistance to accepting changes" "Managers’ influence" "Solution-focused requirements" "Australian English" "Solving conflicts by compromising" "Establish trust" "Recognition of uncertainty" "Openness and Honesty" "Taking ownership and responsibility" "Collaborative engagement" "Loose employment of RE practices" "Targeting quick results" Hidden Agenda Resistance to change Managers’ influence Solution-focused requirements Language (Australian English) Solving conflicts by compromising Establish trust Recognition of uncertainty Openness and Honesty Taking ownership and responsibility Collaborative engagement Loose employment of RE practices Targeting quick results Hidden Agenda; Clients' Resistance; Managers’ influence; Solution-focused requirements; Language; Solving conflicts by compromising; Establish trust; Openness and Honesty; Recognition of uncertainty; Taking ownership and responsibility; Collaborative Decision-making; Loose employment of RE practices; Targeting quick results. 8 Liu et al. [2009]: Understanding chinese characteristics of requirements engineering China "The results show that when employees’ opinion confronts with their boss’s, most employees will obey their boss even they know the boss may have made a mistake" "Therefore we can draw a conclusion that most people are willing to communicate directly with the leaders in order to get exact and determinative messages" "To confirm with the boss and point out the unreasonable requirements. However, if the boss insists, just do as he/she asked." "We need to establish good and long-term personal relationship with them." "...people usually avoid conflicts and uncertainties, and they tend to use gentle and indirect methods to deal with conflict" The boss/manager has influence over the employees; Decision making process is centralised. Deference between senior and juniors. Establishing trust and Building relationship is important. Conflicts are resolved using favouritism. Managers’ influence; Centralised decision-making ; Deference ; Establish trust ; Solving conflicts by favouritism ; Building relationships. Study Study title Countries covered Raw Data Label Code 9 Alsanoosy et al. [2019b]: A Detailed Analysis of the Influence of Saudi Arabia Culture on the Requirement Engineering Process Saudi Arabia "While analyzing the collected data, we identified 10cultural aspects influencing the RE practices: 1. Deference to elderly people and to high authori-ties; 2. Autocratic decision-making; 3. Limited trust; 4. Belief in expertise; 5. Relationships; 6. Empathy with client; 7. Letting the strongest win; 8. Gender segregation; 9. Dress code; and 10. Using English for requirements documentation." Deference to senior and junior. Decision making is centralised. Trust establishment is important. To avoid uncertainty expert opinion is taken. To gain trust, building relationship is important. To keep the client happy, empathy with users is important. Conflicts are resolved by top managers. Gender Segregation. Dress code. Language issue. Deference; Centralized Decision-Making; Establish trust; Avoiding Uncertainty; Building Relationships; Empathy with users; Solving conflicts by favouritism; Gender Segregation; Dress code; Language. 10 Hanisch et al [2001].: EXPLORING THE CULTURAL AND SOCIAL IMPACTS ON THE REQUIREMENTS ENGINEERING PROCESSES – HIGHLIGHTING SOME PROBLEMS CHALLENGING VIRTUAL TEAM RELATIONSHIPS WITH CLIENTS Thailand "Questions are hardly asked because of the fear that the question would be seen as a criticism of the chairperson" "As a result delegation of responsibility and decision-making moved upwards to points of highest rank, rather than being delegated down to lower ranks." "Thais tend to leave having formed friendship, knowing each other, and sometimes building up their relationships." "Face-to-face interaction enables the systems developers to show respect and gain trust of the clients, while electronic communication media decreases the rich communication and social interaction." Deference to senior and junior. Decision making is centralised. Relationship buildup is important. Establish trust with clients is vital. Deference; Centralised decision-making ; Building a relationship ; Establish trust. Study Study title Countries covered Raw Data Label Code 11 Thanasankit et al. [2002]: Requirements engineering – exploring the influ-ence of power and Thai values. Thailand "Decision-making is the domain of high-level management." "if users want to change, I have to do it for them any way, because we were employed by them and basically they were my superiors." "SA 1: I was afraid of giving them advice. I just sat there and wrote down the requirements." "Thais avoid taking on more responsibility andavoid taking risks, because risk means bringing on moreuncertainty situations and increasing their responsi-bilities." "Conflictingwith superiors or clients may translate as not saving or respecting their face." Decision making is centralised. The boss/manager has influence over the employees. Deference to senior and junior. Subordinate don’t risk taking decisions to avoid blame later. Juniors avoid conflict with seniors for saving their faces. Centralised decision-making Managers’ influence Deference Subordinate avoid taking responsibility Avoiding conflict 12 Thanasankit and Corbitt [2000]: Cultural context and its impacton requirements elicitation in Thailand Thailand "However, young systems analysts tend feel more intimidated during the elicitation meeting. They want to avoid being seen to be wrong or being seen to not completely understand systems. Significantly they do not want to create a situation where any conflict might arise." "Thai systems analysts still have to change the requirements and gather more to preserve good will and preserve their relationship with the clients." "Employees resistance in using the new information system will lead to unwilling to participate during elicitation" "Most of the Thai systems analysts tend to use previous projects as their base for current projects..." Juniors avoid conflict with seniors for saving their faces. Maintaining social relationship will help to elicit requirements better. Client unwilling to paricipate in elicitation process. Relying on previous documents for ongoing project. Avoiding conflict Building a relationship; Clients’ resistance; Relying on previous projects. 13 Thanasankit and Corbitt [2002]: Understanding Thai culture and its impact on requirements engineering process management during informationsystems development Thailand "Decision-making is made by high-level management" "Thais avoid taking on more responsibility and avoid taking risks" Decision making is centralised. Subordinate don’t risk taking decisions to avoid blame later. Centralised decision-making Subordinate avoid taking responsibility Study Study title Countries covered Raw Data Label Code 14 Alsanoosy et al. [2020b]: Does our culture influence requirements engineering activities? Vietnamese practitioners view Vietnam "Table I summarises the results of the questionnaires con-ducted with Vietnamese practitioners" "Building relationships" "Openness and Honesty" "Deference" "Managers’ influence" "Recognition of uncertainty" "Subordinate avoid taking risks" "Centralised decision-making" "Establish trust" "Solving conflicts by favouritism" "Solving conflicts by compromising" "Collaborative decision-making" "Hidden agenda" "Clients’ resistance" "Relying on previous projects" "Take responsibility" "Aiming for quick results" Same label Building Relationships; Openness and Honesty; Deference; Managers Influence; Recognition of Uncertainty; Subordinates avoid taking risks; Centralised decision making; Establishing Trust; Solving conflicts by favouritism; Solving conflicts by compromising; Collaborative decision-making; Hidden agenda; Clients' Resistance; Relying on previous projects; Take Responsibility; Targeting quick results. 15 Muzammel et al. [2025]: Cultural Impact on Requirements Engineering Activities: Bangladeshi Practitioners’ View Bangladesh "Table II provides an overview of the results of our study." "Centralised decision-making" "Communication context" "Managers’ influence" "Clients’ resistance" "Coordination and collaboration/Teamwork" "Aiming for quick results" "Deference" "Establish trust" "Punctuality" "Language/Accent" "Solving conflicts by favoritism" "Employees’ attitude" "Subordinate avoid taking risks" "Gender preference" "Loose employment of RE practice" "Building relationships" "Relying on previous projects" "Avoiding conflicts" Same label Centralised decision-making Communication context Managers’ influence Clients’ resistance Coordination and collaboration/Teamwork Aiming for quick results Deference Establish trust Punctuality Language/Accent Solving conflicts by favoritism Employees’ attitude Subordinate avoid taking risks Gender preference Loose employment of RE practice Building relationships Relying on previous projects Avoiding conflicts