Project management practices in Pudong, a new economic development area of Shanghai, China

How Standard Are Standards: An Examination of Language Emphasis in Project Management Standards

“…Other studies have focused on the differences between Chinese project management practice and that of other countries. For instance, Yang, Chuah, Tummala, and Chen (1997, p. 316) found differences in the relative use of different organizational structures between Chinese organizations and the results of previous studies focusing on western organizations. Andersen, Dyrhaug, and Jessen (2002) also identified differences in how the concepts of critical success factors and success criteria are understood and applied in Chinese and Norwegian projects.…”

“…For instance, a study of cultural difference between Norwegian and Chinese project management found that respondents from the two countries interpreted the research instruments differently, making direct comparison of results impossible (Andersen et al, 2002, p. 607). Similarly, Yang et al (1997, p. 313) identified that concepts as fundamental to project management as the cost‐time‐quality triangle are interpreted with varying emphases in different cultures. These results have consequences for attempts to directly compare different countries' projects.…”

How Public Organisational Structures Influence Software Development Processes

“…Another study by (Gray et al, 1990) supported (Larson and Gobeli, 1987) by emphasising the use of Matrix (strong and balanced) over all construction projects over 14 countries. Further support was introduced by (Yang et al, 1997) that balanced Matrix was commonly used in successful construction andproduct development projects.…”