This research aim is to investigate the impact of cultural competence on the ability of project managers to lead international development projects successfully.
An empirical qualitative research was applied and a case study approach was chosen. In this case, the researcher followed an international project manager amongst the Maasai people in Kenya for six weeks. In addition to field observations, this study conducted 12 in-debt interviews and arranged several informal focus groups to discuss observed issues cross culturally.
Findings indicate that the cultural competence supports a process that might increase the awareness and knowledge of contextual factors that can improve the project managers’ ability to establish relationships, communicate and approach challenges and opportunities more effectively.
There is very little research on the issue of multi-culturalism in the non-government development project environment. The outcome of this research is expected to stimulate further interest in the subject and encourage far-reaching research, which can provide a reliable future guide for PM´s and other decision makers in international non-government development projects.
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