“…Because literature indicates that national culture affects project success and failure (Chevrier, 2003;Dafoulas & Macaulay, 2001;Staples & Zhao, 2006;Muriithi & Crawford, 2003;Orr a&nd Scott, 2008), the impact of national culture on project management processes attracts a lot of attention. For example, many scholars investigated cultural impacts on decision-making (Muller et al, 2013;Garbarino, 1967;Kun, 2009); communications (Ochieng & Price, 2010); performance (Milosevic, 2002;Eriksson et al , 2002;Yerznkyan et al, 2017); project team (Han et al, 2016;Jetu & Riedl, 2013;Marrewijk, 2010;Ochieng & Price, 2009;Remenova et al, 2018); leadership (Grisham et al, 2008;Yasin et al, 1997;Raisiene et al, 2018) while less attention is being paid to cultural impacts on planning quality and project success (Zwikael et al, 2005;Ress-Caldwell & Pinnington, 2012).…”