To what extent can different cultures affect the process of project management? An analysis of recent research.
To what extent can different cultures affect the process of project management? An analysis of recent research.
1. Introduction
Nowadays, it has become more and more popular that enterprises and governments are involved in any forms of international business, such as multinational companies and international partnerships of organizations. People who come from various countries have all kinds of cultures. Furthermore, how to cooperate and work efficiently come into questions which are worth pondering. In this report we will show several influential factors in process of project management, and discuss the particular effects under a specific culture. Researchers such as Rees-Caldwell and Pinnington (2013), Zwikael et al. (2005) and Bredillet et al. (2008) investigate management styles between Israeli and Japan, British and Arab. It will analyze what disparity they have, How wide the gap is and what influence these differences exert. Finally, after recognizing those dissimilarity, what we should do can offset the negative effect.
2. Review
In project management (PM), Hofstede (1984: 1) point out that the technique of management, which is proper in one culture, is not necessarily appropriate in another. Hofstede advocated four cultural dimensions: power distance (PDI), uncertainty avoidance (UAI), individualism-collectivism (IDV) and masculinity-femininity (MAS), which is called Hofstede cultural framework (Bredillet et al. 2010). Another significant factor is GDP/Capita. Hofstede (2001: 60) argue that GDP/Capita can exert a correlational influence between PDI and IDV. Bredillet et al. (2010) selected 74 countries. Within the disparity of GDP/Capita, it can be separated into two groups: the countries GDP/Capita less than or equal to the mean GDP/Capita of all countries, called Low-GDP countries. In contrast, we called High-GDP countries. They analyze the possible links between three sets of countries (forty Low-GDP countries, thirty-four high-GDP countries and
1. Introduction
Nowadays, it has become more and more popular that enterprises and governments are involved in any forms of international business, such as multinational companies and international partnerships of organizations. People who come from various countries have all kinds of cultures. Furthermore, how to cooperate and work efficiently come into questions which are worth pondering. In this report we will show several influential factors in process of project management, and discuss the particular effects under a specific culture. Researchers such as Rees-Caldwell and Pinnington (2013), Zwikael et al. (2005) and Bredillet et al. (2008) investigate management styles between Israeli and Japan, British and Arab. It will analyze what disparity they have, How wide the gap is and what influence these differences exert. Finally, after recognizing those dissimilarity, what we should do can offset the negative effect.
2. Review
In project management (PM), Hofstede (1984: 1) point out that the technique of management, which is proper in one culture, is not necessarily appropriate in another. Hofstede advocated four cultural dimensions: power distance (PDI), uncertainty avoidance (UAI), individualism-collectivism (IDV) and masculinity-femininity (MAS), which is called Hofstede cultural framework (Bredillet et al. 2010). Another significant factor is GDP/Capita. Hofstede (2001: 60) argue that GDP/Capita can exert a correlational influence between PDI and IDV. Bredillet et al. (2010) selected 74 countries. Within the disparity of GDP/Capita, it can be separated into two groups: the countries GDP/Capita less than or equal to the mean GDP/Capita of all countries, called Low-GDP countries. In contrast, we called High-GDP countries. They analyze the possible links between three sets of countries (forty Low-GDP countries, thirty-four high-GDP countries and
References: Gupta, V., House, R., Hanges, P., Dorfman, P., and Javidan, M. (2004) Culture, Leadership, and Organizations: The GLOBE Study of 62 Societies. London: Sage Publications Hofstede, G Hofstede, G. (1984) Culture’s consequences: international differences in work related values. California Newbury Park: Sage Publications Hofstede, G Hofstede, G., and Hofstede J, G. (2005) Cultures and Organizations: Software of the Mind. 2nd edn. New York: Mc-Graw Hill Hofstede, T International Project Management Association (2007) ‘Certification Year-book 2006’. In Project management deployment: The role of cultural factors. ed. by Bredillet, C., Ruiz, P., and Yatim, F. Amsterdam: Esevier Kaufman,C., Lane, P., and Lindquist, J Kluckhohn, C., and Strodtbeck, F. (1961) Variations in Value Orientations. Illinois: Row, Peterson and Company PMI (2004) A Guide to the Project Management Body of Knowledge (PMBOK Guide), 3rd edn Project Management Institute (2007) Credentials Count, Faysal, Yatim. (ed.) Pennsylvania: Personal Communication Project Management Institute Rees-Caldwell, K., and Pinnington, A Zwikael, O., and Globerson, S. (2004) ‘Evaluating the quality of project planning: a model and field results’. International Journal of Production Research 42 (8), 1545-1556 Zwikael, O., Globerson, S., and Shimizu, K