Project management and national culture: A Dutch–French case study

Bony, Jacqueline De

doi:10.1016/j.ijproman.2009.09.002

Cited by 40 publications

(17 citation statements)

References 23 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…The complexity of the relationship between the different participants, the diverse disciplines involved, and the multicultural nature of the teamwork, usually generate internal conflicts and high levels of competitiveness in all the managerial procedures that can affect and compromise the integration between companies, clients and partners. Some authors stress the importance of applying multidisciplinary collaborative approaches in all the managerial processes, and the literature highlights that different disciplines can influence a number of essential issues in project management, such as collaboration within the team (Mazzetto, 2017(Mazzetto, , 2018Binder, 2010), the role of the leader (Mazzetto, 2016a(Mazzetto, , 2016bDe Bony, 2010), appropriate communication, risk assessment (Zwikael and Ahn, 2011), project management in the international setting (Lane et al, 2005;Gould and Joyce, 2009;Larson and Larson, 2013), time and cost planning (Brown, 2014;Zwikael, 2009). Many projects carried out in close multidisciplinary collaboration between construction companies and international consultants have relied on appropriate managerial approaches to achieve the satisfaction of both clients and investors.…”

Section: Literature Reviewmentioning

confidence: 99%

Multidisciplinary Collaboration: an Integrated and Practical Approach to the Teaching of Project Management

Mazzetto

2020

IJCEELL

View full text Add to dashboard Cite

This paper presents a practical approach to the teaching of applied project management in the form of a collaborative, multidisciplinary project involving the departments of Architecture and Urban Planning (AUP) and Industrial and Systems Engineering (ISE) at Qatar University. The two courses, Construction and Project Management (ARCT 530 AUP) and Project Engineering (IENG 481 ISE), were running in the same semester, which made it possible to assemble multidisciplinary project teams that included students from both courses, and to share out the management and development roles between them. The primary objective was to simulate a real-world scenario that gave students the opportunity to address the problems arising out from typical situations of professional projects, such as collaboration and leadership within a team, organisation and tasks' allocation, and the ability to manage the time pressure and meet deadlines. This approach brought the theoretical teaching of project management to be closer to its practical application and made it easier for the students to learn the techniques and tools commonly used in the professional setting.

show abstract

Section: Literature Reviewmentioning

confidence: 99%

Multidisciplinary Collaboration: an Integrated and Practical Approach to the Teaching of Project Management

Mazzetto

2020

IJCEELL

View full text Add to dashboard Cite

show abstract

“…Knowledge integration enablers and activities were identified in the literature (Enberg, 2012;Ndoni and Elhag, 2010;Ratcheva, 2009), in addition to examining how knowledge integration fosters learning in a project context (Fuller et al, 2011). It was also discussed how national context affects the integration of project management (Bony, 2010) and how social capital affects knowledge integration (Di Vincenzo and Mascia, 2012).…”

Section: Process and Knowledge Integrationmentioning

confidence: 99%

Inter-organisational project network integration: a systematic literature review

Saukko

Aaltonen

Haapasalo

2019

IJPOM

View full text Add to dashboard Cite

The purpose of this paper is to achieve an understanding of integration in inter-organisational project networks. This paper encapsulates scattered research streams concentrating on integration and adds to the perspectives of integration studies towards inter-organisational project network landscapes. The adopted research method is a systematic literature review through a qualitative content analysis, which provides a conceptual framework on integration in project networks. The framework includes eight concepts of integration in project networks. The developed framework improves understanding of how academic literature examines and comprehends integration in inter-organisational project networks. Furthermore, this paper shows that the research area is emerging and has until now focused mainly on construction and infrastructure sectors in the project management literature. The findings highlight consistent streams of discussion, gaps in knowledge, and propose a need for further research. There are a limited number of efforts towards creating a comprehensive understanding of how integration is presented and takes place in practice in complex project networks. This paper points out collaborative practices as the centre of academic attention. In addition, it reveals a scarce attention on exhaustive themes such as integration governance. This study creates a framework and common language for further use for academics and practitioners.

show abstract

“…These projects often imply the necessity to combine the efforts of two equivalently collaborating groups of representatives of quite different national cultures and to build and operate the integrated project management system. Considering the problematic nature of binational projects [8], management of projects implying collaboration between Russians and Indians should be based on the answers to the following questions: 1) how great is the distance between the two national cultures; 2) how different are the project management systems of the two countries; 3) what can managers do in order to overcome potential problems following from the differences between cultures and project management systems. Based on the answers to the questions above, the author elaborates recommendations potentially applicable for all binational projects.…”

Section: Introductionmentioning

confidence: 99%

Organizational Culture and Project Management in India and Russia in the Context of Binational Projects

Titov¹,

Birukov²,

Vichodtseva³

2020

TEM Journal

View full text Add to dashboard Cite

Multicultural project teams are characterized by higher innovation, creativity and the ability to generate new knowledge, but more difficult to manage. Binational projects, which involve the efforts of team members from two equally represented cultures, are especially complex. Using data from GLOBE study and the data on 175 projects in Russia and 200 projects in India, the author discovers that organizational cultures and national project management systems in two countries are significantly different. Based on the findings, the author suggests tools for analysis of binational projects and measures applicable for Indian-Russian and similar projects to increase effectiveness of project teams.

show abstract

Project management and national culture: A Dutch–French case study

Cited by 40 publications

References 23 publications

Multidisciplinary Collaboration: an Integrated and Practical Approach to the Teaching of Project Management

Multidisciplinary Collaboration: an Integrated and Practical Approach to the Teaching of Project Management

Inter-organisational project network integration: a systematic literature review

Organizational Culture and Project Management in India and Russia in the Context of Binational Projects

Contact Info

Product

Resources

About