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Article
Publication date: 14 December 2017

Mary 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…

1332

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.

Details

Cross Cultural & Strategic Management, vol. 25 no. 1
Type: Research Article
ISSN: 2059-5794

Keywords

Article
Publication date: 19 August 2021

Mehdi Yazdanshenas

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.

Details

Journal of Management Development, vol. 40 no. 6
Type: Research Article
ISSN: 0262-1711

Keywords

Article
Publication date: 30 October 2007

Sonja A. Sackmann and Martin Friesl

The purpose of this paper is to assess the cultural influences on knowledge sharing behavior in project teams.

4905

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.

Details

Journal of Knowledge Management, vol. 11 no. 6
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 25 February 2014

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).

7864

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.

Details

International Journal of Operations & Production Management, vol. 34 no. 3
Type: Research Article
ISSN: 0144-3577

Keywords

Article
Publication date: 1 March 1997

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…

11516

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.

Details

Journal of Managerial Psychology, vol. 12 no. 2
Type: Research Article
ISSN: 0268-3946

Keywords

Article
Publication date: 26 April 2013

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…

3888

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.

Details

Engineering, Construction and Architectural Management, vol. 20 no. 3
Type: Research Article
ISSN: 0969-9988

Keywords

Article
Publication date: 23 January 2009

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…

6733

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.

Details

International Journal of Managing Projects in Business, vol. 2 no. 1
Type: Research Article
ISSN: 1753-8378

Keywords

Article
Publication date: 17 January 2020

Umer Zaman

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…

1213

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.

Details

Engineering, Construction and Architectural Management, vol. 27 no. 5
Type: Research Article
ISSN: 0969-9988

Keywords

Article
Publication date: 6 October 2022

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.

Details

International Journal of Managing Projects in Business, vol. 15 no. 7
Type: Research Article
ISSN: 1753-8378

Keywords

Content available
Article
Publication date: 20 January 2012

Guru Prakash Prabhakar

811

Abstract

Details

International Journal of Public Sector Management, vol. 25 no. 1
Type: Research Article
ISSN: 0951-3558

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