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1 – 10 of over 5000Mary Vigier and Helen Spencer-Oatey
The purpose of this paper is to explore how newly formed culturally diverse project teams develop and implement rules, and how these processes may be affected by language-fluency…
Abstract
Purpose
The purpose of this paper is to explore how newly formed culturally diverse project teams develop and implement rules, and how these processes may be affected by language-fluency asymmetries.
Design/methodology/approach
Using a case-study research design, the authors investigated three multicultural project teams within a management integration program in a multinational company in France. Their complete data set includes 37.5 hours of observations and 49 hours of semi-structured interviews.
Findings
Findings revealed that subgroups formed on the basis of language-fluency and this affected the development and implementation of rules. While rule-setting mechanisms emerged across teams, they varied in form. On the one hand, tightly structured rules emerged and rules were rigidly applied when there were greater language inequalities. In contrast, implicit behavior controls guided interactions when language-fluency subgroupings were less salient. The findings also revealed that the alignment of other individual attributes with language fluency reinforced subgroup divisions, further impacting the rule development and implementation processes.
Practical implications
Understanding rule development and implementation in culturally diverse teams and how these processes are impacted by language disparities enables managers to help members develop more successful behavioral patterns by keeping language-fluency (and other) attributes in mind.
Originality/value
The study extends and complements previous team research by providing in-depth insights into the process of rule development and implementation. It demonstrates the impact of language-fluency asymmetries and subgroup dynamics on these processes. The authors propose a model to capture the processes by which culturally diverse teams create rules, and how the rule-setting mechanisms might be moderated by faultlines such as language-based disparities.
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The study investigates the effects of core self-evaluations on project managers' competencies. The study further examines the moderating effect of cultural intelligence between…
Abstract
Purpose
The study investigates the effects of core self-evaluations on project managers' competencies. The study further examines the moderating effect of cultural intelligence between core self-evaluations and competencies.
Design/methodology/approach
In this study, with a descriptive-survey approach, necessary data were collected from a sample of project managers of Iran's Ministry of Communication and Information Technology through questionnaires. The conceptual framework of the study was tested according to structural equation modeling by PLS software.
Findings
Findings show that core self-evaluations have positive and significant effects on project managers' competencies among which psychological stability has the greatest effect. Furthermore, the moderating role of cultural intelligence in the relationship between core self-evaluations and project managers' competencies was confirmed. According to the calculated coefficient, motivational cultural intelligence had the greatest role.
Research limitations/implications
The data were collected using a questionnaire at a single point in time, and thus, not allowing cause–effect inferences. Also, the demographic variables were not controlled.
Practical implications
The results of this study provide some implications for HRM professionals and project managers interested in promoting a system of HR practices that contributes to enhancing project managers' competencies and effectiveness.
Originality/value
This study advances our understanding of the factors that have an effect on project managers' competencies, specifically on a list of main competencies necessary for project managers' performance. Moreover, it suggests that project managers' competencies will benefit from cultural intelligence, which will display a greater effect when embedded in highly diverse cultural contexts.
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Sonja A. Sackmann and Martin Friesl
The purpose of this paper is to assess the cultural influences on knowledge sharing behavior in project teams.
Abstract
Purpose
The purpose of this paper is to assess the cultural influences on knowledge sharing behavior in project teams.
Design/methodology/approach
In this paper a simulation setting is used to assess the cultural influences on knowledge sharing. All intercultural simulations were part of an educational program, in intercultural management (MBA level) and of executive development programs respectively.
Findings
The findings in the paper show that different cultural backgrounds of team members due to different ethnicities, gender, national culture or functions create a context of cultural complexity, which might affect knowledge sharing in a negative way. The results of the simulations show that the different identities of team members have an important influence as they might trigger sentiments of negative stereotyping. The findings also reveal that knowledge sharing is only likely to occur if new project members are welcomed emotionally as valuable contributors to a common task.
Research limitations/implications
Given the exploratory nature of this paper, it suggests using the results as a starting ground for future empirical research. The propositions that were developed on the basis of the research may be tested in subsequent studies applying a different research methodology.
Practical implications
Based on the paper's findings, recommendations for project management in situations of cultural complexity are developed.
Originality/value
The paper extends existing knowledge on cultural influences in knowledge sharing especially in the context of project teams.
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Maxwell Chipulu, Udechukwu Ojiako, Paul Gardiner, Terry Williams, Caroline Mota, Stuart Maguire, Yongyi Shou, Teta Stamati and Alasdair Marshall
– This study aims to explore the impact of cultural values on the importance individuals assign to project success/failure factors (PSFFs).
Abstract
Purpose
This study aims to explore the impact of cultural values on the importance individuals assign to project success/failure factors (PSFFs).
Design/methodology/approach
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.
Findings
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.
Research limitations/implications
The snowballing method used to gather survey data and analysis of relationships at individual level reduces generalisability.
Practical implications
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.
Originality/value
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.
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Paul Iles and Paromjit Kaur Hayers
Discusses the value, workings and effectiveness of international project teams. Proposes a model to enable the creation of an effective team and process. Points out the need to…
Abstract
Discusses the value, workings and effectiveness of international project teams. Proposes a model to enable the creation of an effective team and process. Points out the need to manage diversity, intercultural differences and different nationalities. Uses a case study from Raleigh International to illustrate.
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E.G. Ochieng, A.D.F. Price, X. Ruan, C.O. Egbu and D. Moore
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…
Abstract
Purpose
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.
Design/methodology/approach
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.
Findings
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.
Practical implications
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.
Originality/value
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.
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Ralf Müller, Konrad Spang and Sinan Ozcan
The purpose of the paper is to report on research in cultural differences in decision‐making styles in project teams composed of team members from different nationalities…
Abstract
Purpose
The purpose of the paper is to report on research in cultural differences in decision‐making styles in project teams composed of team members from different nationalities. Differences in decision making in mainly German teams vs mainly Swedish teams was assessed.
Design/methodology/approach
A sequential mixed‐method approach was used, starting with interviews to develop a grounded theory, followed by survey to test the theory. Factor and regression analyses allowed for identification of the cultural antecedents of the identified differences in decision making.
Findings
Locus of control differences in decision making were identified, together with factors for differences in decisions, namely decision‐making style, process, and involvement. Correlated cultural antecedents to these factors, in the form of personal attributes, were found.
Research limitations/implications
Although the research design provides for some credibility of the results, the scope of the study is limited mainly to the engineering and construction industry in the two countries.
Practical implications
The study helps team members and project managers to understand the impact of their cultural differences on decision‐making process and style. Through that the study helps to minimize the potential friction when working on multicultural projects. Recommendations for practitioners are provided.
Originality/value
The idiosyncrasies of decision making in multicultural projects are researched using the example of Sweden and Germany. A model is built which extends existing project management theory. The paper also provides insights into the lived experiences of practicing project managers in multicultural teams and gives hints on how to overcome cultural barriers.
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The purpose of this paper is to argue that modern-day xenophobia has emerged as one of the high-risk factors for transnational mega construction projects (MCP’s). While research…
Abstract
Purpose
The purpose of this paper is to argue that modern-day xenophobia has emerged as one of the high-risk factors for transnational mega construction projects (MCP’s). While research in transnational MCP’s remains surprisingly under-explored, this study aimed to examine how transformational leadership (TFL) and HPW practices can still achieve MCP success despite the rise of xenophobia in the global construction industry.
Design/methodology/approach
This study examined survey-based sample evidence from 220 respondents including project team members (operational, quality and technical), project stakeholders (e.g. regulatory authority, subcontractors, functional managers, etc.) and project clients/sponsors. Partial least squares structural equation modeling (PLS-SEM) technique was employed to test the theoretical hypotheses and to highlight significance of a holistic and novel framework of MCP success.
Findings
This study’s core finding unveiled a significantly negative effect of xenophobia on MCP success (ß=−0.389, t=5.574, p<0.000). Interestingly, PLS-SEM results also showed a significantly negative effect of TFL on MCP success (ß=−0.172, t=2.323, p<0.018), whereas HPW practices demonstrated a significantly positive effect on MCP success (ß=0.633, t=9.558, p<0.000). In addition, xenophobia and MCP success relationship were positively moderated by TFL (ß=0.214, t=2.364, p<0.018) and HPW practices (ß=0.295, t=3.119, p<0.002), respectively.
Research limitations/implications
This study underscores the importance of TFL and HPW practices in explaining the linkage between xenophobia and MCP success. Besides advancement of broader multi-disciplinary research and cross-pollination of research ideas, this study also offers unique research direction to explore the potential impact of TFL and HPW practices in demographically diverse project settings especially in countries where xenophobia has swiftly become inevitable.
Practical implications
As many countries undertake MCP’s with national pride and high strategic importance, this study provides an exemplary model of transnational MCP success. This study shows that conscious use of TFL and HPW practices could guard against escalating xenophobia in the global construction industry.
Originality/value
This study is first to provide an empirically grounded model of MCP success that collectively examines the role of xenophobia, TFL and HPW practices. This research has developed practical references for transnational construction companies in strategic planning and management of MCP’s.
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Gizem Bilgin, Huseyin Erol, Guzide Atasoy, Irem Dikmen and M. Talat Birgonul
Megaprojects are known as complex projects that involve high levels of uncertainty. This interpretive study explores and portrays perceived complexity in mega construction…
Abstract
Purpose
Megaprojects are known as complex projects that involve high levels of uncertainty. This interpretive study explores and portrays perceived complexity in mega construction projects by lived experiences of project managers.
Design/methodology/approach
This study utilises a ground theory approach to analyse data gathered from semi-structured interviews with 18 professionals involved in 11 megaprojects.
Findings
Complexity in mega construction projects is defined as a project property that stems from the interaction of project features, uncertain variables/conditions, and managerial actions forming a pattern, which emerges over time, based on the reflections of construction practitioners.
Originality/value
This study defines complexity based on the reflections of the practitioners in the construction industry and uniquely identifies complexity patterns that may have implications for project management, particularly risk management.
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