Cultural influences on organizational processes in international projects: two case studies

Abstract

Observes that Singaporean construction firms have made increasing investments in China in recent years. It is important that these firms, as well as their Chinese counterparts, appreciate and understand each other’s cultural differences/similarities. Although Singaporean culture appears to be based predominately on Chinese culture, there remain differences between the two, which, if not properly understood, can lead to misunderstandings and ineffective working. Using the four dimensions of a national culture established by Hofstede, this study is concerned with examining what constitutes Singaporean and Chinese culture. Through two case studies in China, with Singaporean and Chinese employees, the study identifies cross‐cultural influences brought about by the two cultures which can affect project effectiveness.

Citation

Pheng Low, S. and Shi, Y. (2001), "Cultural influences on organizational processes in international projects: two case studies", Work Study, Vol. 50 No. 7, pp. 276-285. https://doi.org/10.1108/00438020110409215