Project management deployment : the role of cultural factors

Bredillet, Christophe, Yatim, Faysal, & Ruiz, Philippe (2010) Project management deployment : the role of cultural factors. International Journal of Project Management, 28(2), pp. 183-193.

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This paper investigates the role of cultural factors as possible partial explanation of the disparity in terms of project management deployment observed between various studied countries. The topic of culture has received increasing attention in the management literature in general during the last decades and in the project management literature in particular during the last few years. The globalization of businesses and worldwide Governmental/International organizations collaborations drives this interest in the national culture to increase more and more. Based on Hofstede national culture framework, the study hypothesizes and tests the impact of the culture and development of the country on the PM deployment. Seventy-four countries are selected to conduct a correlation and regression analysis between Hofstede’s national culture dimensions and the used PM deployment indicator. The results show the relations between various national culture dimensions and development indicator (GDP/Capita) on the project management deployment levels of the considered countries.

Impact and interest:

25 citations in Scopus
21 citations in Web of Science®
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ID Code: 49461
Item Type: Journal Article
Refereed: Yes
Keywords: project management, deployment index, disparity, cultural factor, gross domestic product
DOI: 10.1016/j.ijproman.2009.10.007
ISSN: 0263-7863
Subjects: Australian and New Zealand Standard Research Classification > COMMERCE MANAGEMENT TOURISM AND SERVICES (150000) > BUSINESS AND MANAGEMENT (150300) > Business and Management not elsewhere classified (150399)
Divisions: Current > QUT Faculties and Divisions > Science & Engineering Faculty
Copyright Owner: Copyright 2010 Elsevier
Copyright Statement: NOTICE: this is the author’s version of a work that was accepted for publication in [International Journal of Project Management]. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in [International Journal of Project Management], [VOL28,
ISSUE2, (2010)] 10.1016/j.ijproman.2009.10.007
Deposited On: 03 Apr 2012 04:29
Last Modified: 25 Jun 2017 18:51

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