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The aim of this research is to focus on information system success (IS success) in a multi‐cultural environment. The main objective of this paper is to explore how IS success is defined and perceived by people in Canadian national culture.

This paper presents the partial findings of a doctoral thesis. The research case is a multibillion‐dollar multinational organization that decided to standardize an ERP system in its worldwide subsidiaries. Groups of managers in Canada were interviewed.

The results develop new categories of IS success.

The study has many implications for both academic and practice communities. The results are especially important to multinational organizations that standardize IS in different cultures, including Canada.

This paper can be a starting point of a research program in the field of information systems.

The purpose of this paper is to understand how people from different national cultures; France, Canada and Germany, define and perceive information systems success.

This is exploratory research that used a grounded theory approach to analyze qualitative data that were collected using an open interview data collection technique. Grounded theory helps to develop new concepts and new theory.

The findings confirm the divergence thesis. The authors found that people from different national cultures define information systems differently. The authors developed models that groups information systems success as they are defined in France, Canada and Germany.

There are many limitations in this research. First, the findings concern only one single multinational organization. The authors' aim was analytical and not statistical generalization. Second, although the number of respondents was sufficient to develop a partial theory, the authors could not meet with a larger number of people to get more insights.

There are many practical implications. Multinational organizations that seek to standardize their information systems need to be aware that the implementation as well as long term success of the standard system will not be homogenous. Moreover, the results of the study reveal that information quality and other systems based concepts are not defined the same way in all cultures. Finally, the study proposes a tool that would help the case organization measure IS success in these three cultures.

This study is unique in a sense that not only does it claim that culture does impact IS success, but it also goes a step further and defines what IS success is in different national cultures.