No full-text available
To read the full-text of this research,
you can request a copy directly from the author.
Project Management in a Multicultural Setting
Abstract
The challenges in multicultural project work are, at face value, similar to those of any project work. They are a question of time, resources, finances, and quality. The “iron triangle” cannot, however, solve the challenges posed by the human resources in the project. In addition, the personnel selected into such projects must be able to accept, tolerate, and adapt to values far different from their own. The solution offered to practicing project managers in all studies over twenty years of research is improved cultural understanding. Each culture is, of course, different and each culture requires an understanding of its own. A project manager, therefore, needs versatile cultural understanding.
ResearchGate has not been able to resolve any citations for this publication.
Purpose
– 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.
Design/methodology/approach
– 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.
Findings
– 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.
Originality/value
– 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.
With the emergence of multicultural workplaces, understanding the impact of national culture on organisations is essential. This paper examines how the values of the society in which an organisation is nested affect the values of the organisation. We discuss three sources of influence: the value culture in the surrounding society, the personal value priorities of organisational members, and the nature of the organisation's primary tasks. We suggest that the societal culture influences organisational values directly and also indirectly through its impact on members' values and on the nature of organisational tasks. Implications for global management in European organisations are discussed.
We propose a refined theory of basic individual values intended to provide greater heuristic and explanatory power than the original theory of 10 values (Schwartz, 1992). The
refined theory more accurately expresses the central assumption of the original theory that research has largely ignored: Values form a circular motivational continuum. The theory defines and orders 19 values on the continuum based on their compatible and conflicting motivations, expression of self-protection vs. growth, and personal vs. social focus. We assess the theory with a new instrument in 15 samples from 10 countries (N=6059). CFA and MDS analyses support discrimination of the 19 values, confirming the refined theory. MDS analyses largely support the predicted motivational order of the values. Analyses of predictive validity demonstrate that the refined values theory provides greater and more precise insight into the value underpinnings of beliefs. Each value correlates uniquely with external variables.
Multicultural Leadership: Strategies for Improved Performance
- Marko Ilari. Mäkilouko
Managing Multinational Teams: Global Perspectives
- Shapiro Debra L.
- Mary Ann von Glinow
- Joseph L. C. Cheng
- Shapiro Debra L.