Kivrak, S; Ross, A; Arslan, G and Tuncan, M (2009) Impacts of cultural d1 fferences on project success 1 n construct1 on. In: Dainty, A R J (ed.) Proceedings of 25th Annual ARCOM Conference, 7-9 September 2009, Nottingham, UK.
Abstract
In today s constantly changing global business environment, understanding cultures have become essential and a prerequisite for business success. Understanding and successfully managing cultural differences can provide several advantages for project as well as company success. These concepts become more critical in construction due to the increase in strategic alliances in this industry. In this study, a part of the research that was conducted among 11 UK senior managers who have some years of experience in international construction projects has been presented. One of the specific objectives of this study was to find out the opinions of managers about the relationship between management of cultural differences and project success. Within this context, semi-structured interviews were carried out with these managers. The interviews took place over a 3-month period between November 2007 and January 2008. Analysis of the qualitative data was performed using content analysis. Based on the findings, successfully managing cultural differences were seen as one of the key elements in project success. On the other hand, ignoring and mismanaging cultural differences were considered as one of the important causes for project failure.
| Item Type: | Conference Paper (Paper) |
|---|---|
| Uncontrolled Keywords: | culture; diversity; project management; project success |
| Index terms: | international construction project, cultural difference, strategic alliance, content analysis, project management, project failure, manager, project success, interview |
| Subjects: | project management theory and practice, strategic management, project completion, practitioner, partnership management, data analysis and analytics, data collection methods, cross-cultural studies |
| Topics: | Project Management, Research Practice, Roles and Professions, Stakeholder Management, International Construction |
| Descriptive scope: | 4 PCEA |
N.B. Descriptive scope is a count of how many of the five facets of empirical research are indicated by the words used in title, abstract and keywords. It is not intended as a judgement on the research; merely a count of the kind of word we would expect to indicate Phenomenon, Concepts, Theoretical framing, Empirical techniques, Analytical techniques. If all five are present, then a code of “5 PCTEA” will indicate this. If you feel the coding for this record is questionable, we welcome discussion around the terms we matched or the way we categorized them. The facet you would expect may not be coded, or a facet may be coded inappropriately. This can also bear on a larger question, of which facets should be treated as defining in construction management research. Please get in touch, and we will look at it. More details here