Exploring the impact of cultural values on project performance

Abstract

Purpose-This study explores the impact of cultural values on the importance individuals assign to project success/failure factors.Design/methodology/approach-Themes emerging from 40 interviews of project practitioners based in Brazil, China, Greece, Nigeria, Thailand, the United Arab Emirates, the United Kingdom and the United States are integrated with literature evidence to design a survey instrument. 1313 practitioner survey responses from the eight countries are analysed using multi-group, structural equation modelling. Research limitations -The snowballing method used to gather survey data and analysis of relationships at individual level reduce 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 project success/failure indicators and increases insight on how specific cultural values may impact on the perception of the so-defined project success/failure factors.3

The Influence of Project Manager’s Age on Project Success

“…Age influences individual's performance because younger project managers focus more on technical aptitude in comparison to older project managers (Dulaimi and Langford, 1999). Chipulu et al (2014) itemized ten project success/failure indicators (PSFIs) required to minimize the project success/failure factors (PSFFs) of project control and extra-organizational objectives. Compared to younger project managers, older project managers allocated greater significance on project control and extra-organizational objectives (Chipulu et al, 2014).…”

“…Chipulu et al (2014) itemized ten project success/failure indicators (PSFIs) required to minimize the project success/failure factors (PSFFs) of project control and extra-organizational objectives. Compared to younger project managers, older project managers allocated greater significance on project control and extra-organizational objectives (Chipulu et al, 2014). In their study, Chipulu et al (2014) and Ojiako et al (2015) claimed agreements between stakeholders and project managers are also influenced by age.…”

Crises Project management and the effect of natural culture under crises:

“…One can also investigate the relationship between power dimension and uncertainy avoidance based on demographics i.e, gender, year of experience and so on. As mentioned in the literature (Chipulu et al, 2014), also believe cultural values that are associated with the greatest differences in importance attached to project team management/development and intraorganisational goals are different for men and women: for women, the largest differences are likely to be observed as a result of variations in individualism, whereas for men it would be uncertainty avoidance. Further research on how best to match the cultural values of project participants to project characteristics would be a valuable input under crisis situations.…”

“…Findings reveal insights on how best to match the cultural values of project participants to project characteristics. (Chipulu et al, 2014). Tang and Koveos (2008) investigated economic dynamics and institutional stability again using Hofstede dimensions on business practices.…”

The Level of Use of Project Management Methods, Techniques and Tools and Their Impact on Project Success - Selected Region of Czech Republic

“…The paper by McKay and Ellis presented a study in which the relationship among knowledge sharing processes at the organizational level (organizational learning factors, the unit level, project learning practices) and the success of the IT project (McKay and Ellis 2014) were examined. The paper by authors Chipulu et al presented the impact of cultural values on the importance individuals assign to project success/failure factors (Chipulu et al, 2014). The research by authors Kloppenborg et al presented the role of the executive sponsor in achieving project success.…”