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The rise of cultural governance has made cultural democracy important in East Asia. South Korea and China have chosen to develop cultural democracy by means of developing community-based cultural houses. Cultural houses in Korea were first managed from the center but have now been decentralized, and those in China have been developed based on local financing and administration. Since central-local intergovernmental relations, as they relate to public culture, have gone untouched in East Asia, the purpose of this paper is to study how central-local intergovernmental relations have impacted the development of cultural democracy in this area, in order to better understand how public culture should be developed.

A comparative study of the cases of South Korea and China has been used. The materials and information collected for the study were gathered by a review and an analysis of extant literature, policy documents, data and other materials from the relevant departments of both countries. It was also based on semi-structured interviews conducted with the national cultural departments, regulatory institutions, and with officials and scholars.

This study shows that central-local intergovernmental relations can have an impact on the management of community-based cultural houses and the effectiveness of cultural democracy’s development. Only complete decentralization that directly invites democratization will provide positive local conditions for cultural democracy’s growth. In short, meaningful governmental responses to local demands and a strong civil society are critical for the advancement of cultural democracy.

This study seeks to provide insights into the relationship between central-local intergovernmental relations and cultural democracy. At the micro project level, cultural project management should be improved; at the medium local level, the public must be made part of any decentralization effort; and at the macro national level, the multiple impacts caused by decentralization need to be considered.

This study is unique in terms of both its research questions and its research area. Central-local intergovernmental relations, as they relate to public culture, have gone comparatively untouched, especially in the context of East Asia. It is in this context that studying how central-local intergovernmental relations impact the development of cultural democracy is worthwhile, in order to better understand how public culture has developed and will be developed in future. A comparative study of the cases of South Korea and China has been used to discover the impacts of different dimensions of central-local decentralization on cultural development.

This study aims to explore the impact of cultural values on the importance individuals assign to project success/failure factors (PSFFs).

Themes emerging from 40 interviews of project practitioners based in Brazil, China, Greece, Nigeria, Thailand, the UAE, the UK and the USA are integrated with literature evidence to design a survey instrument. One thousand three hundred and thirteen practitioner survey responses from the eight countries are analysed using multi-group, structural equation modelling.

Ten project success/failure indicators (PSFIs) are found to reduce to two main PSFFs: project control and extra-organisational goals and project team management/development and intra-organisational goals. It is found that the levels of importance individuals assign to both factors are dependent, not only on age and gender, but also cultural values measured as constructs based on Hofstede's individualism, masculinity, power distance and uncertainty avoidance dimensions.

The snowballing method used to gather survey data and analysis of relationships at individual level reduces generalisability.

The results reveal insights on how best to match the cultural values of project participants to project characteristics. They also increase knowledge on the likely perceptual differences among culturally diverse individuals within projects.

This research contributes to the literature on culture in project environments by defining a factor structure of multiple-dependent PSFIs and increases insight on how specific cultural values may impact on the perception of the so-defined PSFFs.

The purpose of this paper is to show the potential of cultural projects which could become a source of inspiration in terms of refreshing and adjusting traditional project management to modern times and making it more flexible. However, as research indicates, this potential is limited by cultural policies forcing artists and cultural managers to implement project-related techniques which have been already identified as inefficient and faulty in the progressive discourses on project management, mainly in the for-profit area.

The analysis is based on three case studies of Polish and Polish-German theatrical co-productions. The research was conducted in Poland and Germany in 2012-2014. It involved 21 individual in-depth interviews with artists, managers and administrative staff working on projects as well as an analysis of project documentation.

It has been found that project management could draw a lot of inspiration from cultural projects in terms of, e.g. the processual nature of activities, motivating project teams and inclusive leadership. Based on the research, the authors also argue that it is worth considering spectators/other stakeholders as part of project teams, which will help build a non-oppressive social mechanism of control.

Advantages of replacing the just-in-time approach to project management with the work-in-progress approach; increased motivation and commitment of project teams to their work; building a unique team spirit; inclusive leadership based on passion.

The purpose of this paper is to present literature that suggests that project teams comprising members from culturally diverse backgrounds bring fresh ideas and new approaches to problem solving. The challenge, however, is that they also introduce different understandings and expectations regarding team dynamics and integration. The question becomes how a project manager can effectively work and influence a multicultural construction project team, at the same time being attentive to the diversity and creating the structure required for success.

Using a qualitative methodology, participants of heavy construction engineering projects revealed a number of multi‐dimensional factors that either facilitated or limited the effectiveness of multicultural teamwork. These were synthesised into a framework of eight key dimensions that need to be considered when managing multicultural teams. The identified key dimensions include: leadership style, team selection and composition process, cross‐cultural management of team development process, cross‐cultural communication, cross‐cultural collectivism, cross‐cultural trust, cross‐cultural management and cross‐cultural uncertainty.

The proposed framework has implications for construction managers who work with multicultural teams and are committed to improving team performance and productivity. The utilisation of the proposed framework would not instantly transform multicultural teams into high‐performing ones; however, it does identify eight key cross‐cultural dimensions, which need to be considered.

Though the benefits of culturally diverse teams have been acknowledged within the industry, the study highlighted that cultural differences among project teams can cause conflict, misunderstanding and poor project performance.

This paper aims to explore the key factors affecting knowledge transfer within cross-cultural teams in international construction projects from three levels: individual factors, team factors and knowledge characteristics. It also provides a comprehensive framework to examine how trust, cultural distance, team identification, knowledge tacitness and complexity and members' transfer willingness impact knowledge transfer effectiveness within cross-cultural teams.

A conceptual model and 16 hypotheses were put forward through the literature review and pilot investigation. This study used structural equation modeling to examine how factors affect the effectiveness of knowledge transfer within cross-cultural teams based on the questionnaire data of samples from Chinese international construction projects.

The findings show that affect-based trust and team identification positively affect the willingness to contribute knowledge. Conversely, knowledge tacitness, knowledge complexity and cultural distance negatively influence contribute willingness. Moreover, affect-based trust, cognition-based trust and team identity positively affect receive willingness, while cultural distance negatively impacts receive willingness. Additionally, affect-based and cognition-based trust, knowledge tacitness and complexity affect transfer effectiveness through the full mediation of transfer willingness, while cultural distance and team identity affect transfer effectiveness through the partial mediation of transfer willingness.

On the one hand, this research provides a holistic framework for factors affecting knowledge transfer within cross-cultural teams from three levels: individual factors, team factors and knowledge characteristics. On the other hand, the paper gives other researchers in international project management the enlightenment of focusing on members' cultural structure and the cross-cultural training of the team.

This study offers the direction for cross-cultural team managers to formulate helpful approaches for knowledge transfer and assist corporate leaders in taking integral control measures to enhance knowledge transfer effectiveness within the team.

This study provides other researchers with a comprehensive understanding of the key factors affecting knowledge transfer within cross-cultural teams in international construction projects and insight for further research on project management and knowledge management.

The purpose of this study is to assess the effect of the national culture on the performance of a construction project in the UAE. This study benchmarks reason for the success or failure of construction projects from the cultural perspective.

This study takes a case study approach, using the qualitative research method. Data were collected through participant observation and project records as part of the lessons learned and the data were analysed using the coding procedure of grounded theory. Re-confirmation and cross-checking interviews were also conducted to confirm the correctness of the coding. The qualitative data were expressed in quantitative terms to signify statistically the effect of the national culture on the construction project. In this way, the research methodology employed triangulation in its data analysis.

This study found differences in the national culture of the Chinese construction project management teams in overseas construction projects in the UAE. The level of uncertainty and long-term orientation contributed to the success of one of the construction projects under scrutiny and the failure of the other.

The study was limited to two construction projects in the UAE. Further research into construction projects is required to validate whether the national culture is generally an element to consider in overseas construction projects.

The research study provides reasons for the success and failure of the two projects from the perspective of differences in national culture. Understanding the cultural differences in international construction projects should help to resolve project issues before these need to be terminated. The termination of a project has economic and social implications for all the stakeholders.

No research study was found to have identified the national culture dimensions of overseas construction project management teams in the UAE. The longitudinal study helped to understand cultural assimilation during the execution of construction projects in the UAE.

The purpose of this paper is to examine challenges faced by senior construction managers in managing cross‐cultural complexity and uncertainty. The rationale was to identify the key strategies that are considered essential for managing cross‐cultural complexity and uncertainty.

Interviews with 20 senior construction managers, ten in Kenya and ten in the UK, were recorded, transcribed and entered into the qualitative research software NVivo. Validity and reliability were achieved by first assessing the plausibility in terms of already existing knowledge on some of the cultural issues raised by participants. The findings were presented to the participants through workshops and group discussions.

The emerging key issues suggested that project leaders need to learn how to control their own characteristics and to use them selectively. An effective multicultural construction project team should focus on team output and attributes that characterise a multicultural team as a social entity.

Findings indicate that the role of construction project managers has significantly changed over the past two decades. In order to deal with cross‐cultural uncertainty, project leaders must have superior multicultural and interpersonal skills when managing global multicultural heavy engineering projects.

The research shows that leaders of global construction project teams need a good understanding of their culture, environment and the value of their individual contributions.

Managing the triple constraints of time, cost and scope of the work, to ensure the quality desired by the stake holders, is a daunting task for any project manager. When the teams involved are for accomplishing large-scale projects, spread over different geographic regions and drawn from multi- or cross-cultural background, the task of the project manager becomes even more complicated and complex (Lothar, 2011). The purpose of this paper is to examine some of those challenges as well as the socio-cultural factors’ influence on the outcome of projects.

An extensive investigative survey in these complex aspects has been undertaken, spanning both in China and in India.

Some solutions to the leadership role have been found through the intense study and data analysis.

The scope of multicultural and cross-cultural factors and the number of socio-cultural factors affecting such teams spread in diverse parts of the globe is stupendous. However, the study restricted itself to examining only three important socio-cultural factors out of the several, impacting the outcome of multi- or cross-cultural team executed projects.

The study reveals the causal effect of poor performance outcome for large projects when the team comprises multi- or cross cultural personnel. The limitations for the team leader heading such diverse teams are brought out.

The study will help the future compositions of cross- or multicultural team projects, to know in advance the sensitive areas where they have to focus to ensure seamless execution of large projects with the help of virtual platforms for face-to-face interactions between the team members and their leader.

The literature available on generic behavioural aspects of multi- or cross-cultural teams is plenty. However, very few empirical studies are available in evaluating the influence of socio-cultural factors affecting such large project teams. This study extensively covers both China and India, which is a unique investigative study of its kind.

The purpose of this paper is to analyze how individual project members in IT offshore outsourcing projects cope with culture‐specific behavior, and how the project members' cultural intelligence enables the emergence of negotiated culture.

The employed research approach is an interpretive, in‐depth single‐case study based on 31 qualitative interviews. The cultural intelligence framework serves as a “sensitizing device” to develop a model of cross‐cultural interaction in IT offshore outsourcing projects.

The paper presents a model explaining cross‐cultural interaction at the individual level in IT offshore outsourcing. The analysis shows that effective cross‐cultural interaction manifests itself in active cross‐cultural adaptation behavior, which is driven by motivational and cognitive factors. Cultural intelligence, including cognitive, motivational, and behavioral elements, is found to be an important driver for the development of a negotiated culture, characterized by trust‐based interpersonal relationships, shared understanding, and the effective resolution of conflicts in IT offshore outsourcing projects.

This study helps to understand how the emergence of a negotiated culture depends upon the cultural intelligence of individual project members. Practitioners need to focus on the accumulation of cultural intelligence in their project teams.

This study makes a theoretical contribution to the IT offshore outsourcing domain by presenting a model of individual‐level cross‐cultural interaction in this context. Furthermore, it represents one of the first qualitative case studies on cultural intelligence in IS.

The purpose of this paper is to review the current status of collaboration in cultural heritage preservation in East Asia, including digital projects, and to suggest practical improvements based on a cultural structuralism perspective.

Through exploratory research, the paper addresses aspects for successful collaboration in cultural heritage digitisation in East Asia.

The paper indicates the difference in collaboration of cultural heritage digitisation between regions such as Europe and the unique situation in East Asia.

If collaboration between the countries of East Asia was implemented then such a community could deal with the issues of cultural heritage by having a standard scheme or policy.

There has been little literature published on East Asian cultural heritage initiatives, particularly in the area of digitisation and digital preservation.