Cultural Differences In Project Management

Ranf, Diana Elena

doi:10.29302/oeconomica.2010.12.2.18

Cited by 17 publications

(5 citation statements)

References 1 publication

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“…Some factors influencing the individual project members and, thus, the project culture are as follows: (1) areas of expertise (and the according sub-culture); (2) service time within their respective organizations; (3) experiences in projects, project work and various organizations; (4) service time within organizational units; (5) functions and hierarchical levels; (6) personal interests; (7) gender; (8) ethnical affiliations; and (9) regional, national, and sociocultural origins (Sackmann, 2009). Cultural diversities within teams can lead to either "a productive advantage or a problematic challenge" (Pitfield et al, 2015) due to different perspectives on the current tasks (Ochieng and Price, 2010) as well as variations in skills, beliefs, and experiences (Ranf, 2010).…”

Section: Methodsmentioning

confidence: 99%

Key stakeholders’ perspectives on the ideal partnering culture in construction projects

2020

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This paper examines the current state of project cultures in the German turnkey construction industry and the ideal project cultures in terms of partnering from the perspective of various key stakeholders (i.e., Investors, General Contractors, (Sub-)Contractors and Designers). To investigate the current and ideal cultures, data were gathered among the key stakeholders by means of a survey study with 72 respondents divided over 12 companies. The respondents rated the current and desired cultures by using the Organizational Culture Assessment Instrument, which belongs to the Competing Values Framework. The investigations show many similarities and differences between the stakeholder perspectives of the current and the idealized partnering project cultures. Mainly, the General Contractors desire more cooperative behaviors than the (Sub-)Contractors, and the Investors desire more pronounced flexibility than the General Contractors. All stakeholders desire a cultural change from highly competitive behaviors toward more cooperation. Changes in terms of clear procedures or more flexibility are only desired by the Designers. Defining both the current and an ideal partnering project culture enables academics and project managers to compare their actual project cultures to an ideal situation. With such an approach, academics and project managers could measure whether new tools or changes in resources affect their project cultures toward a partnering project culture.

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Section: Methodsmentioning

confidence: 99%

Key stakeholders’ perspectives on the ideal partnering culture in construction projects

2020

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“…In project management, the marginalization of cultural factors has been presented as a cause of project failure in multi-cultural team (Dysart-Gale, 2011). This has been discussed at implementation level as cultural gaps between multi-cultural project team players (Ranf, 2010) and at planning and design level as soft gaps between project objectives and socio-cultural realities on the ground (Heeks, 2003, Dada, 2006. In discussing the impact of culture on team building, Ranf (2010) highlights the need to analyse the cultural gap between stakeholders in multi-cultural virtual project teams.…”

Section: It Project Management and Culturementioning

confidence: 99%

“…This has been discussed at implementation level as cultural gaps between multi-cultural project team players (Ranf, 2010) and at planning and design level as soft gaps between project objectives and socio-cultural realities on the ground (Heeks, 2003, Dada, 2006. In discussing the impact of culture on team building, Ranf (2010) highlights the need to analyse the cultural gap between stakeholders in multi-cultural virtual project teams. IT Project managers also need to be aware of a community's information norms i.e.…”

Section: It Project Management and Culturementioning

confidence: 99%

“…This concern was motivated by an awareness of cultural crosspollination taking place under globalization (Illia & Lawson-Body, 2007) and the resultant need to avoid project failure due to mismatches between IS innovation and sociocutural imperatives (Dada, 2006;Heeks, 2003). Concern with compliance with cultural issues in an increasingly globalized world (Ranf, 2010) has also stimulated interest in organizational and corporate culture (Markus, 1983) as well as the impact of national, societal and ethical culture on IS implementation, usage and social development (Abdul-Gader & Kozar, 1995;Strarub, 1994). This interest was allegedly influenced by cultural sensitivity in organizational and management studies (Li, 2004).…”

Section: Introductionmentioning

confidence: 99%

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An IT Project Management Framework for Assessing the Dynamism of Culture under Globalization

Hapanyengwi

Takavarasha

Chimanikire

et al. 2013

International Journal of Information Technology Project Management

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Culture has been analysed in information systems (IS) projects as one of the soft issues that cause project failure. Increased outsourcing and collaboration call for an understanding of the dynamism of cultures in the wake of global influences as a first step towards managing cross cultural Information Technology (IT) projects. In this study, the authors propose a way of assessing cultural dynamics in the context of trans-national collaboration in IT projects. Using a mixed methods approach consisting of survey and semi-structured interviews for collecting evidence in Zimbabwe, a framework for assessing the current state of communalist culture is proposed. The study showed that in spite of the inroads of Westernization and Commercialization, a culture of sharing prevails although it is affected by sensitivity to cost burden and inroads of individualism.

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“…The number of necessary stakeholders grows with the project’s complexity in the construction industry (Chen et al , 2019) and has increased in the past decades (Ranf, 2010). To control and manage the different stakeholders, progress meetings are usually held frequently, where the current progress is discussed, problems are identified and contractual issues and requirements are reviewed (Foley and Macmillan, 2005).…”

Section: Introductionmentioning

confidence: 99%

The Last-Planner-System’s impact on project culture

Lühr

Bosch‐Rekveldt

Radujković

2021

JEDT

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Purpose The purpose of this paper is to investigate the Last-Planner-System’s impact on project cultures in terms of partnering. Design/methodology/approach A case study was performed using multiple data gathering approaches. The project cultures of three projects not applying the Last-Planner-System were compared with three projects that apply the Last-Planner-System. In total, 30 participants were involved in the study. Semi-structured interviews were held and analysed by applying qualitative content analysis. Also, the “organizational culture assessment instrument”, which belongs to the “competing values framework”, was used by means of an online survey. Findings The Last-Planner-System leads to increased levels of mutual understanding and control about the tasks and issues of the other parties. This detailed overview leads towards a more distinguished evaluation of the trustworthiness of individuals. This does not necessarily lead to a partnering project culture. Originality/value The contribution to research is that higher levels of transparency and mutual understanding do not necessarily lead to a high level of trust. Rather, transparency could be seen as a controlling mechanism that leads to better-founded estimations about the trustworthiness of others in the project.

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Cultural Differences In Project Management

Cited by 17 publications

References 1 publication

Key stakeholders’ perspectives on the ideal partnering culture in construction projects

Key stakeholders’ perspectives on the ideal partnering culture in construction projects

An IT Project Management Framework for Assessing the Dynamism of Culture under Globalization

The Last-Planner-System’s impact on project culture

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