Dale, J M and Dulaimi, M F (2016) Cultural competence: A success factor in NGO projects? Built Environment Project and Asset Management, 6(2), pp. 232-246. ISSN 2044-124X
Abstract
Purpose - The purpose of this paper is to investigate the impact of cultural competence on the ability of project managers to lead international development projects successfully. Design/methodology/approach - An empirical qualitative research was applied and a case study approach was chosen. In this case, the researcher followed an international project manager amongst the Maasai people in Kenya for six weeks. In addition to field observations, this study conducted 12 in-debt interviews and arranged several informal focus groups to discuss observed issues cross-culturally. Findings - Findings indicate that the cultural competence supports a process that might increase the awareness and knowledge of contextual factors that can improve the project managers' ability to establish relationships, communicate and approach challenges and opportunities more effectively. Originality/value - There is very little research on the issue of multi-culturalism in the non-government development project environment. The outcome of this research is expected to stimulate further interest in the subject and encourage far-reaching research, which can provide a reliable future guide for PM’s and other decision makers in international non-government development projects.
| Item Type: | Article |
|---|---|
| Uncontrolled Keywords: | leadership; NGO; project management; international development; cultural competence; multi-cultural knowledge |
| Index terms: | success factor, international development, international development project, project manager, case study, focus group, manager, interview, project management, Kenya, cultural competence, international project, methodology, multi-cultural knowledge, qualitative research |
| Subjects: | practitioner, research design and methodology, profession, strategic management, data collection methods, health monitoring assessment and metrics, project management theory and practice, Geography, research methods, sociology, organizational analysis |
| Topics: | Research Practice, Geographical Context, Project Management, Health and Safety, Roles and Professions, International Construction, Organizational Design |
| Descriptive scope: | 4 PCTE |
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