The Impact of Culture Diversification on Project Processes. Evidence from Dubai -UAE

Authors

  • Kamal Jaafar University of Wollongong in Dubai United Arab Emirates

Keywords:

National Culture Variables, Project Mentoring and Control, Project Management Body of Knowledge, Project Success

Abstract

This research focuses on this relationship between national culture and project management and particularly project monitoring and control practices in the context of the multicultural society of United Arab Emirates. A detailed structured survey was conducted, the data acquired were tested through several descriptive and inferential statistical analysis and as a result there was an empirical evidence to the proposed relationship.

The results of this research show that project based organizations should give more attention to the effect of culture on the way projects being managed, and should conduct cultural training as well as implementing processes and policies that targets this effect.

Author Biography

Kamal Jaafar, University of Wollongong in Dubai United Arab Emirates

Dr Kamal Jaafar is an Associate Professor at the Faculty of Engineering and Information Sciences, University of Wollongong in Dubai. He is the Program Director for the Master of Information Technology Management, Master of Engineering Management and the Master of Engineering Asset Management.

He holds BS, MPhil and PhD degrees in Civil Engineering from the University of Cambridge and an MBA from the Ashcroft International Business School in Cambridge.

His research interests focuses on project and construction management. His research has been published in well known engineering journals such as the ACI Journal, Canadian Journal for Civil Engineers, and Magazine of Concrete Research.

Dr Jaafar is a corporate consultant and a trainer in Project Management.

References

Al-Qassemi, S. (2010). The other special relationship_ the UAE and the UK - The National, The National, 21 November. Available at: https://www.thenational.ae/the-other-special-relationship-the-uae-and-the-uk-1.549898 (Accessed: 2 December 2017).

AlMazrouei, H. et al. (2016). Expatriate managers decision-making practices within the UAE: a qualitative study, International Journal of Organizational Analysis, 24(5), 856–882. doi: 10.1108/IJOA-10-2015-0929.

Bashir, S. (2012). Perceived organizational support and the cross‐cultural adjustment of expatriates in the UAE, Education, Business and Society: Contemporary Middle Eastern Issues, 5(1), 63–82. doi: 10.1108/17537981211225862.

Baumann, L. (2013). The Impact of National Culture on Project Management in the Middle East, 355. Available at: http://search.ebscohost.com.ezproxy.liv.ac.uk/login.aspx?direct=true&db=edsble&AN=ethos.016464447&site=eds-live&scope=site.

Bertsch, A. M. (2012). Validating GLOBE ’ s Societal Values Scales : A Test in the U . S . A , International Journal of Business and Social Science, 3(8), 10–24. doi: 10.1002/ijop.12100.

Bredillet, C. N., Ruiz, P. and Yatim, F. (2009). Investigating the deployment of project management: A new perspective based on the concept of certification, International Journal of Managing Projects in Business, 2, 445–454. doi: 10.1108/17538370910971081.

Bredillet, C., Yatim, F. and Ruiz, P. (2010a). Project management deployment : The role of cultural factors, International Journal of Project Management. Elsevier Ltd and IPMA, 28(2), 183–193. doi: 10.1016/j.ijproman.2009.10.007.

Bredillet, C., Yatim, F. and Ruiz, P. (2010b). Project Management Deployment : The Role of Cultural Factors Project, International Journal of Project Management, 28, 183–193.

Brislin, R. W. (1986). The wording and translation of research instruments’, in Field methods in cross-cultural research , 137–164. doi: 10.1037/0022-3514.90.4.644.

Burgess, T. (2001). Guide to the Design of Questionnaires, A general introduction to the design of questionnaires, (May), 29. doi: 10.5923/j.economics.20120001.22.

Butler, C. (2009). Leadership in a multicultural Arab organisation, Leadership & Organization Development Journal, 30(2), 139–151. doi: 10.1108/01437730910935747.

Butt, A., Naaranoja, M. and Savolainen, J. (2016). Project change stakeholder communication, International Journal of Project Management. Elsevier Ltd and Association for Project Management and the International Project Management Association, 34(8), 1579–1595. doi: 10.1016/j.ijproman.2016.08.010.

Cohen, J. (1988). Statistical power analysis for the behavioral sciences, Statistical Power Analysis for the Behavioral Sciences, 567. doi: 10.1234/12345678.

Faridi, A. S. and El-Sayegh, S. M. (2006). Significant factors causing delay in the UAE construction industry, Construction Management and Economics, 24(11), 1167–1176. doi: 10.1080/01446190600827033.

Globerson, S. and Zwikael, O. (2002). The Impact of the Project Manager on Project Management Planning Processes, Project Management Journal, 58. Available at: http://search.ebscohost.com/login.aspx?direct=true&db=buh&AN=7350691&site=ehost-live.

Hofstede, G. H. (1980). Culture’s consequences : international differences in work-related values. Beverly Hills, Calif. : Sage Publications, c1980.

Hofstede, G. H. (1983). Cultural dimensions for project management, International Journal of Project Management, 1(1), 41–48. doi: 10.1016/0263-7863(83)90038-8.

Hofstede, G. H. (2001). Culture’s Consequences : comparing values, behaviors, institutions, and organizations across nations. Second Edi. Thousand Oaks, Calif. : Sage Publications, c2001.

Hofstede, G. H. (2015). Dimension Data Matrix, www.geerthofstede.com. Available at: http://geerthofstede.com/research-and-vsm/dimension-data-matrix/ (Accessed: 2 December 2017).

House, R. et al. (2004). Culture, leadership, and organizations : the GLOBE study of 62 societies. Thousand Oaks, CA : Sage Publications, c2004.

House, R. et al. (2018). Results - Middle East GLOBE Project. Available at: http://globeproject.com/results/clusters/middle-east?menu=cluster (Accessed: 3 January 2018).

Koops, L. et al. (2015). Public Perspectives on Project Success – Influenced by National Culture?, Procedia - Social and Behavioral Sciences. Elsevier B.V., 194(October 2014), 115–124. doi: 10.1016/j.sbspro.2015.06.126.

Van Loenhout, C. Van (2013). Public project manager’s perspective on project success.

Losee, J. (2001) ‘A Historical Introduction to the Philosophy of Science, Fourth edition’, Philosophy, 8(1), 75. doi: 10.2307/1573195.

Lückmann, P. and Färber, K. (2016). ‘he Impact of Cultural Differences on Project Stakeholder Engagement: A Review of Case Study Research in International Project Management, Procedia Computer Science. The Author(s), 100, 85–94. doi: 10.1016/j.procs.2016.09.127.

Lückmann, P. and Laumann, M. (2016). How National Culture Impacts the Success of Project Customer Engagement: An Empirical Investigation, Procedia Computer Science. The Author(s), 100, 95–102. doi: 10.1016/j.procs.2016.09.128.

Milosevic, D. Z. (1999). Echoes of the Silent Language of Project Management, Project Management Journal, 30(1), 27–39.

Nahyan, M. T. Al et al. (2014). Project Management, Infrastructure Development and Stakeholder Engagement: A Case Study from the UAE, Procedia Technology. Elsevier B.V., 16, 988–991. doi: 10.1016/j.protcy.2014.10.052.

Nauom, S., Alyousif, A. R. and Atkinson, A. (2015). Impact of National Culture on the Management Practices of Construction Projects in the United Arab Emirates, Journal of Management in Engineering, 31(4), 1–10. doi: 10.1061/(ASCE)ME.

Ochieng, E. G. and Price, A. D. F. (2010). Managing cross-cultural communication in multicultural construction project teams: The case of Kenya and UK, International Journal of Project Management. Elsevier Ltd and IPMA, 28(5), 449–460. doi: 10.1016/j.ijproman.2009.08.001.

Ozmen, E. (2019). Audience analysis as organizational change agent: A project management methodology approach, Journal of Modern Project Management, 7(1), 57-59

Pallant, J. (2007). SPSS survival manual, Journal of Advanced Nursing, 36(3), 478–478. doi: 10.1046/j.1365-2648.2001.2027c.x.

Papke-Shields, K. E., Beise, C. and Quan, J. (2010). Do project managers practice what they preach, and does it matter to project success?, International Journal of Project Management. Elsevier Ltd and IPMA, 28(7), 650–662. doi: 10.1016/j.ijproman.2009.11.002.

Peterson, R. A. (1994). A Meta-Analysis of Cronbach’s Coefficient Alpha, Journal of Consumer Research, 21(2), 381. doi: 10.1086/209405.

PMI (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) - Fourth Edition. doi: 10.1007/s13398-014-0173-7.2.

Al Qubaisi, J. M. L. F. et al. (2015). Leadership, culture and team communication: Analysis of project success causality - A UAE case, International Journal of Applied Management Science, 7(3), 223–243. doi: 10.1504/IJAMS.2015.071149.

Rees-Caldwell, K. and Pinnington, A. H. (2013a). National culture differences in project management: Comparing British and Arab project managers’ perceptions of different planning areas, International Journal of Project Management, 31(2), 212–227. doi: 10.1016/j.ijproman.2012.04.003.

Rees-Caldwell, K. and Pinnington, A. H. (2013b). National culture differences in project management: Comparing British and Arab project managers’ perceptions of different planning areas, International Journal of Project Management. Association for Project Management and the International Project Management Association and Elsevier Ltd, 31(2), 212–227. doi: 10.1016/j.ijproman.2012.04.003.

Saunders, M., Lewis, P. and Thornhill, A. (2007). Research Methods for Business Students. 4th Editio. England: Pearson Education Limited.

Saunders, M., Lewis, P. and Thornhill, A. (2008). Research Methods for Business Students, Research methods for business students. doi: 10.1007/s13398-014-0173-7.2.

Sutrisna, M. (2009). Research Methodology in Doctoral Research: Understanding the Meaning of Conducting Qualitative Research, in Association of Researchers in Construction Management (ARCOM) Doctoral Workshop, 48–57.

Tabachnick, B. G. and Fidell, L. S. (2007). Using multivariate statistics, Pearson, 24. doi: 10.1037/022267.

Turner, R. (2009). The Handbook of Project-based Management: Leading Strategic Change in Organizations. 3rd Editio. New York : McGraw-Hill, c2009.

UAE - Department of External Information (2013). United Arab Emirates Yearbook 2013.

Ullah Khan, A. (2014). Effects of cultural assimilation on the performance of a construction project – evidence from UAE, Benchmarking: An International Journal, 21(3), 430–449. doi: 10.1108/BIJ-09-2012-0055.

Ullah Khan, A. and Sandhu, M. (2016). Benchmarking national culture and decent work practice indicators in project- based industry - Lessons from United Arab Emirates, Benchmarking: An International Journal, Vol. 23, 490–518. doi: 10.1108/IJEM-03-2013-0043.

Unger, B. N., Rank, J. and Gemünden, H. G. (2015). Corporate Innovation Culture and Dimensions of Project Portfolio Success: The Moderating Role of National Culture, Project Management Journal, DOI: 10.10, 38–57. doi: 10.1002/pmj.

Vonsild, S. (1996.) Management of multicultural projects: How does culture influence project management, World Congress on Project Management, Paris, (November), 1–11. Available at:http://scholar.google.com/scholar?hl=en&btnG=Search&q=intitle:management+of+multicultural+projects:+how+does+culture+influnece+project+management?#0.

Wang, N., Jiang, D. and Pretorius, L. (2016. Conflict-resolving behaviour of project managers in international projects: A culture-based comparative study, Technology in Society. Elsevier Ltd, 47(October), 140–147. doi: 10.1016/j.techsoc.2016.07.004.

Wu, M. (2006). Hofstede ’ s Cultural Dimensions 30 Years Later : A Study of Taiwan and the United States , (1984), 33–42.

Youker, B. R. (2017). The Difference between Different Types of Projects 1, VI(Iv), 1–8.

Zhang, Y. et al. (2015). The Challenges and Enhancing Opportunities of Global Project Management : Evidence from Chinese and Dutch Cross-Cultural Project Management’, Harvard Business School, 1–27. doi: 10.2139/ssrn.2562376.

Zwikael, O. and Globerson, S. (2004). Evaluating the quality of project planning: A model and field results, International Journal of Production Research, 42(8), 1545–1556. doi: 10.1080/00207540310001639955.

Zwikael, O. and Globerson, S. (2006). Benchmarking of project planning and success in selected industries, Benchmarking: An International Journal, 13(6), 688–700. doi: 10.1108/14635770610709059.

Zwikael, O. and Gonen, A. (2007). Project execution game (PEG): training towards managing unexpected events, Journal of European Industrial Training, 31(6), 495–512. doi: 10.1108/03090590710772668.

Zwikael, O., Shimizu, K. and Globerson, S. (2005). Cultural differences in project management capabilities: A field study, International Journal of Project Management, 23(6), 454–462. doi: 10.1016/j.ijproman.2005.04.003.

Downloads

Published

2022-05-20

How to Cite

Jaafar, K. . (2022). The Impact of Culture Diversification on Project Processes. Evidence from Dubai -UAE. The Journal of Modern Project Management, 8(1). Retrieved from https://journalmodernpm.com/index.php/jmpm/article/view/JMPM02309