An emphasis on the technical requirements of ISO 9000 by quality managers is a common occurrence in the construction industry. This is particularly so when construction firms first introduce quality management into their organizations. There is now, however, a recognition that to be effective, quality managers should address both the technical and non‐technical (or behavioural) issues. There is then a premise that everyone within an organization shares a common cultural platform. This premise is, however, untenable in international construction projects where people from diverse cultural background and nationalities work together. This paper suggests that cross‐cultural influences can significantly influence quality management in international construction projects. Using two case studies, it explains regional cultural influences and suggests ways of minimising their adverse effects on quality management.
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