The cultural heterogeny of project firms and project teams

Abstract

Purpose

The purpose this paper is to examine a prevailing assumption that the culture of organisations is homogenous. It explores the culture of one project organisation with multiple offices.

Design/methodology/approach

A quantitative questionnaire and qualitative research method of cultural immersion was used. The ethnographic Douglas grid‐group was used to filter the findings: isolate, competitive, hierarchical and egalitarian positions. Hofstede's dimensions were overlaid to enhance the analysis.

Findings

The research found distinct cultural differences in the same organisation. Competitive and hierarchical factors are found with some evidence of egalitarian behaviours. Regional cultural factors affected behaviour and organisational practices. Individuals actively negotiated dominant behaviours and cultural norms. The Hofstede dimensions are in evidence around roles and functions. The findings showed a stronger influence from the dominant social culture of the region than the organisational culture.

Research limitations/implications

Organisations cannot be assumed as homogeneous. The influence of the dominant social culture and competing cultural influences within organisation requires further analysis.

Practical implications

Generating a coherent organisational culture with aligned norms is a difficult management problem, especially for an organisation with multiple offices. Establishing consistent norms also poses challenges for the management of projects.

Originality/value

The tendency to assume cultural homogeneity requires closer attention in organisational research and practice. This paper employed a unique combination of methods to explore the issue. The primary contribution is a demonstration of the need for practitioners and researchers to pay more attention to the dynamic formation and effects of culture in organisations and for projects.

Citation

Auch, F. and Smyth, H. (2010), "The cultural heterogeny of project firms and project teams", International Journal of Managing Projects in Business, Vol. 3 No. 3, pp. 443-461. https://doi.org/10.1108/17538371011056075