Global projects: Strategic perspectives

Abstract

Most project management research to date has developed extended theories and concepts that de-contextualize projects from their cultural and institutional surroundings. Such decontextualization tends to highlight instrumental factors and considerations, while at the same time downplaying norms, practices, ideologies, and other cultural, institutional and psychological effects related to projects and their management. We claim that cultural and institutional variation becomes significant in relation to what we call "global projects". These are large-scale and complex business or military ventures and engineering projects that involve participants from more than one country, great geographical distance, and cultural and institutional differences. Global projects often carry high expectations to resolve local or global ills. Global projects have also been criticized as to how their management often appears to have shortcomings, however. To date, little research knowledge exists on global projects. In relation to improving project performance, increasing understanding of debates concerning ways that global projects are managed, and resolving at least some of these debates, we review in this introductory article the editorial starting points for the research articles in this special issue. The introductory editorial article ends with suggestions for future research.. Article Outline Introduction "Problem of cultural differences": Embeddedness of a project in more than one national context "Other" perspectives on perceived problems and solutions The four research articles in the special issue Origins, framing, and focusing of this special issue Suggestions for future research

Clash of the Titans: Temporal Organizing and Collaborative Dynamics in the Panama Canal Megaproject

“…Large-scale, global projects require inter-organizational collaboration (Jones & Lichtenstein, 2008) across national, cultural and political boundaries (Orr & Scott, 2008) between public, private and third sector organizations (Ainamo et al, 2010) over a finite period. Global projects, defined as temporary endeavours where multiple actors seek to optimize outcomes by combining resources from multiple sites, organizations, cultures, and geographies through a combination of contractual, hierarchical, and network-based modes of organization (Scott, Levitt & Orr, 2011, p. 17), potentially constitute highly unstable and complex, potentially conflict-ridden contexts for collaboration.…”

Global Projects: A Conceptual Review on Execution Attitude in Multinational Corporations

“…It has been noticed that very little publications in the literature explored the subject of global projects (Ainamo et al, 2010). For instance Anantatmula & Thamos (2010) did a breakthrough by conducting a survey study using ISM (Interpretive Structural Modeling) to identify the common factors that are considered important for global projects success.…”

“You Feel The Threat From Asia”. Onshore Experiences of IT Offshoring To India

“…The development of trust in business relationships has also been described as requiring spatial proximity, at least initially (Grote and Täube 2006). Cross-cultural communication has been described as a tangible challenge for management and employees, both onsite and offshore (Ainamo et al 2010;King 2008;Nicholson and Sahay 2004;Sahay et al 2007). Communication in a multinational work environment involves not only different languages and cultures but also different time zones, which can both be beneficial, since they allow for increased flexibility and for 24/7 project work, but which can also exacerbate the communication problems and impede effective collaboration (Dou and Sarkis 2010;Markov et al 2011).…”