Cross-cultural management in multinational project groups

Chevrier, Sylvie

doi:10.1016/s1090-9516(03)00007-5

Cited by 150 publications

(122 citation statements)

References 6 publications

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“…Previous studies in international business and organizational studies confirm the complexity of culture in the management of all forms of organizations (Johanson & Vahlne, 2003;Chevrier, 2003;Zahari & Shurbagi, 2012). A number of studies have been conducted and confirmed strong relationship among various organizational factors and culture (e.g.…”

Section: Introductionmentioning

confidence: 75%

“…Lu & Bemish, 2001;Chevrier, 2003) pointed that the concept of cross-cultural management, such as one from Hofstede, stems from quantitative study based on North American's views to the world. Chevrier (2003) claims that, in such studies, some points on skills and traits frequently associated with successful leaders like flexibility, charisma, honesty, and self-confidence may not be useful in a cross-cultural project involving members from various cultural backgrounds. Chevrier (2003) also adds that:…”

Section: Introductionmentioning

confidence: 99%

“…Chevrier (2003) claims that, in such studies, some points on skills and traits frequently associated with successful leaders like flexibility, charisma, honesty, and self-confidence may not be useful in a cross-cultural project involving members from various cultural backgrounds. Chevrier (2003) also adds that:…”

Section: Introductionmentioning

confidence: 99%

“…Hofstede's concept, however, may lack its validity in the society where subculture is strong, due to race and ethnicity, religion and belief, and geopolitical factor. Some researchers have identified variables such as the proportional representation of the different groups suggesting that relatively equal proportions are required to benefit from the diversity (Chevrier, 2003).…”

Section: Introductionmentioning

confidence: 99%

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Amazing Thailand: Organizational Culture in the Thai Public Sector

Pimpa¹

2012

IBR

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Thai culture is unique and renowned for its complexities. To understand the repercussion of culture on Thai management style in the public sector context, this study investigates the key 'characteristics' and 'nature' of culture in the Thai public sector organizations. By adopting Hofstede's theory of cultural dimensions, this study proposes that the new generation in the Thai organizations acts differently from the cultural stereotype from the literature in Thai culture and management. The results show that younger generations in the Thai public sector may be more individualistic, familiar with the concept of organizational change and appreciate the Western management concepts. This study, however, also confirms that avoiding conflict and uncertainties remain a key characteristic in the Thai public sector system.

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Section: Introductionmentioning

confidence: 75%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Amazing Thailand: Organizational Culture in the Thai Public Sector

Pimpa¹

2012

IBR

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“…Tydens die kontrakteringsproses skyn daar egter geen beduidende verskil in kommunikasiegedrag te wees nie. 1 The author is enrolled for a PhD (Project Management) degree in the Graduate School of Technology Management, University of Pretoria. …”

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confidence: 99%

Cross-Cultural Communication Behaviour in International Engineering Projects: Chinese and South African Perspectives

Jiang

Pretorius

2011

The South African Journal of Industrial Engineering

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Past researchers and practitioners have realised that merely developing scheduling techniques is not enough to ensure successful engineering projects, and that communication behaviour is also a critical cultural issue for achieving project success. In this article, the communication behaviour of Chinese project managers is assessed in a cultural context, and the effect of communication behaviour on five project activities (project communication, negotiation, conflict solving, contract process, and team building) is evaluated. This is an empirical study that makes use of surveys to explore the cultural differences between Chinese and South African engineering project managers in respect of their communication behaviour, and the effects of those differences on the five project management activities in the construction industry. There are significant differences between Chinese and South African project managers in their communication behaviour in three project activities. However, there seems to be no significant difference between their communication behaviours in the contract process. OPSOMMINGNavorsers en praktiserende projekbestuurders het reeds tot die gevolgtrekking gekom dat skeduleringstegnieke op hulle eie nie voldoende is om suksesvolle projekte te verseker nie. Kommunikasiegedrag is ook 'n kritieke kulturele faktor wat kan bydra tot suksesvolle projekte. In hierdie artikel word die kommunikasiegedrag van Chinese projekbestuurders in 'n kulturele konteks geassesseer en die uitwerking van die kommunikasiegedrag op vyf projekbestuursaktiwiteite (projekkommunikasie, onderhandeling, konflikhantering, kontrakproses en spanbou) word geëvalueer. Hierdie is 'n empiriese studie waar steekproewe gebruik word om kulturele verskille betreffende kommunikasiegedrag tussen Chinese en Suid-Afrikaanse projekbestuurders, en die uitwerking daarvan op die vyf projebestuursaktiwiteite in die konstruksiebedryf te ondersoek. Beduidende verskille tussen Chinese en Suid-Afrikaanse projekbestuurders se kommunikasiegedrag tydens drie projekatiwiteite word aangetoon. Tydens die kontrakteringsproses skyn daar egter geen beduidende verskil in kommunikasiegedrag te wees nie. 1 The author is enrolled for a PhD (Project Management) degree in the Graduate School of Technology Management, University of Pretoria.

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Agent Simulation for Software Process Performance Analysis

Yılmaz

Phillips

2009

Agent‐Directed Simulation and Systems Engineering

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Cross-cultural management in multinational project groups

Cited by 150 publications

References 6 publications

Amazing Thailand: Organizational Culture in the Thai Public Sector

Amazing Thailand: Organizational Culture in the Thai Public Sector

Cross-Cultural Communication Behaviour in International Engineering Projects: Chinese and South African Perspectives

Agent Simulation for Software Process Performance Analysis

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