"IT can only enable a business process when one has been established," said Fok. "If business users do not recognize the management philosophy behind business processes it'll be difficult to implement the project, because the users can always find ways to manipulate the system."

One simple example, he said, is the use of digital authorization. More established corporations are relying on IT to process business services, allowing management to grant approval by logging into the system.

"But in China, it is not surprising [to find] the manager's password be shared among many people in the office," said Fok. "If that's the case, an IT system installed to enable best practices won't be relevant."

Business culture in China still relies on a traditional analog signature as a recognized form of authorization, he explained. Since business managers need to physically sign paper, their passwords are shared among the secretaries and assistants who print the form for them to sign on. "One way to deal with the problem is to re-adjust the process to include a written signature on top of digital approval," said Fok.

Hong Kong CIOs encounter other examples of corporate IT culture shock. Thomas Wan, managing director of JOS, another established Hong Kong-based IT service provider, said he had heard of cases in China where operating routers were removed by IT staff and used to test new applications.