Cultural Issue and its Influence in the Management of Global Project Teams
DOI:
https://doi.org/10.24023/FutureJournal/2175-5825/2016.v8i1.223Keywords:
Culture. Project team management. Global projects.Abstract
The interactions between the project manager and team members may be affected by several variables, such as culture, leadership style of the project manager, and the complexity of the developed tasks. Focused in this context, the objective of this paper is to investigate and describe how the culture issue can affect the anagement of global project teams. It is a qualitative, descriptive study conducted in a large multinational company in the automotive sector. The results of this research show that cultural issues can influence both positively and negatively the management of project global teams and the managers of these projects have to deal with several management challenges that require the adoption of certain ways of dealing with culture impacts in managing their teams to minimize potential problems in this context.
Downloads
References
Anantatmula, V., & Thomas, M. (2010). Managing global projects: a structured approach for better performance. Project Management Journal, 41(2), 60-72.
Barczak, G., & McDonough III, E. F. (2003). Leading global product development teams. Research Technology Management, 46(6), 14-18.
Battistuzzo, F. J., & Piscopo, M. (2015). Global projects: a bibliometric study of international business journals. Internext, 10(2), 31-45.
Cox, T. (1994). Cultural diversity in organizations: theory, research and practice. San Francisco: Berrett-Koehler.
Elmes, M., & Wilemon, D. (1988). Organizational culture and project leader effectiveness. Project Management Journal, 19(4), 54-63.
Fleury, M. T. L. (2000). Gerenciando a diversidade cultural: experiências de empresas brasileiras. Revista de Administração de Empresas - RAE, 40(3), 18-25.
Hanashiro, D. M. M., & Carvalho, S. G. (2005). Diversidade cultural: panorama atual e reflexões para a realidade brasileira. Revista Eletrônica de Administração - REAd, 11(5), 1-21.
Jetu, F. T., Riedl, R., & Roithmayr, F. (2010). Cultural patterns influencing project team behavior in Sub-Saharan Africa: a case estudy in Ethiopia. Project Management Journal, 42(5), 57-77
Kerzner, H. (2000). Applied project management. Best pratices on implementation. New York: John Wiley & Sons.
Lee-Kelley, L., & Sankey, T. (2008). Global virtual teams for value creation and project success: a case study. International Journal of Project Management, 26(1), 51-62.
Lin, Y., Chen, A. S., & Song, Y. (2012). Does your intelligence help to survive in a foreign jungle? The effects of cultural intelligence and emotional intelligence on cross-cultural adjustment. International Journal of Intercultural Relations, 36(4), 541-552.
Miliken, F. J., & Martins L. L. (1996). Searching for common threads: understanding the multiple effects of diversity in organizational groups. The Academy of Management Review, 21(2), 402-433.
Obikunle, O. (2002). Dealing with cultural diversity in project management: a dilemma in communication. Proceedings of the PMI Annual Seminar & Symposium, San Antonio, TX, USA.
Orr, R. J., Scott, W. R., Levitt, R. E., Artto, K., & Kujala, J. (2011). Global projects: distinguishing features, drivers, and challenges. In W. Scott, R. E. Levitt, & R. J. Orr (Eds.), Global projects institutional and political challenges. New York: Cambridge University Press.
Patah, L. A., & Carvalho, M. M. D. (2002). Estruturas de gerenciamento de projetos e competências em equipes de projetos. Anais do Encontro Nacional de Engenharia de Produção, Curitiba, PR, Brasil.
Pires, J. C. S., & Macedo, K. B. (2006). Cultura organizacional em organizações públicas no Brasil. Revista de Administração Pública - RAP, 40(1), 81-105.
Project Management Institute - PMI (2013). A guide to the Project Management Body of Knowledge - PMBOK® Guide (5th ed.). Pennsylvania: PMI.
Punzo, R. A. (1996). Managing cross-cultural values in project teams. Proceedings of the PMI Annual Seminar/Symposium, 27, Boston, MA, USA.
Rodrigues, I. (2010). Cultura e desempenho em equipes de projetos globais: um estudo em empresas multinacionais brasileiras. Tese de Doutorado, Faculdade de Economia, Administração e Contabilidade da Universidade de São Paulo: SP.
Russo, R. F. S. M., Ruiz, J. M., & Cunha, R. P. D. (2005). Liderança e influência nas fases da gestão de projetos. Revista Produção, 15(3), 362-375.
Schein, E. H. (2004). Organizational culture and leadership (3rd ed.). San Francisco, California: Jossey-Bass.
Segil, L. (1999). Global work teams: a cultural perspective. PM Network Journal, 13(3), 25-29.
Shore B., & Cross, B. J. (2005). Exploring the role national culture in the management of large scale international science projects. International Journal of Project Management, 23(1), 55-64.
Stare, A. (2011). The impact of the organizational structure and project organizational culture on project performance in Slovenian enterprises. Management: Journal of Contemporary Management Issues, 16(2), 1-22.
Stewart, J. (2006). Cross culture project management. Proceedings of the PMI Global Congress – EMEA, Seattle, WA, USA.
Thamhain, H. J (2012). The changing role of team leadership in multinational project environments. Revista de Gestão e Projetos, 3(2), 4-38.
Thomas, D., & Ely R. (1996). Making differences matter: a new paradigm for managing diversity. Harvard Business Review, 74, 1-16.
Zein, O. (2012). Cultural complexities in multinational projects. Proceedings of the PMI Global Congress – EMEA, Marseille, France.
Published
How to Cite
Issue
Section
License
Authors who publish with this journal agree to the following terms:
1. Authors who publish in this journal agree to the following terms: the author(s) authorize(s) the publication of the text in the journal;
2. The author(s) ensure(s) that the contribution is original and unpublished and that it is not in the process of evaluation by another journal;
3. The journal is not responsible for the views, ideas and concepts presented in articles, and these are the sole responsibility of the author(s);
4. The publishers reserve the right to make textual adjustments and adapt texts to meet with publication standards.
5. Authors retain copyright and grant the journal the right to first publication, with the work simultaneously licensed under the Creative Commons Atribuição NãoComercial 4.0 internacional, which allows the work to be shared with recognized authorship and initial publication in this journal.
6. Authors are allowed to assume additional contracts separately, for non-exclusive distribution of the version of the work published in this journal (e.g. publish in institutional repository or as a book chapter), with recognition of authorship and initial publication in this journal.
7. Authors are allowed and are encouraged to publish and distribute their work online (e.g. in institutional repositories or on a personal web page) at any point before or during the editorial process, as this can generate positive effects, as well as increase the impact and citations of the published work (see the effect of Free Access) at http://opcit.eprints.org/oacitation-biblio.html
• 8. Authors are able to use ORCID is a system of identification for authors. An ORCID identifier is unique to an individual and acts as a persistent digital identifier to ensure that authors (particularly those with relatively common names) can be distinguished and their work properly attributed.