Cultural complexity and the improved performance of large international projects

Author

Egginton, Bill E.

Author_Institution

CADEN Corp. SA, Geneva, Switzerland

fYear

1993

fDate

17-18 Dec 1993

Firstpage

53

Lastpage

58

Abstract

Two popular models are used to describe the main organisational culture types, with specific reference to functional and project organisations. Some important characteristics of national cultures are then examined, based on published research. Two examples of well known major projects are taken to explore the possible (or known) impact of these two dimensions-organisational and national culture on the success of a project. In conclusion, the paper stresses the importance of achieving a `total´ culture fit, within and between, the contracting organisations. Some ideas on the ways in which this `fit´ might be engineered are presented

Keywords

economic and sociologic effects; project engineering; project management; contracting organisations; cultural complexity; culture fit; functional organisations; large international projects; national culture; organisational culture; project organisations; Cultural differences; Economies of scale; Electric breakdown; Project management; Resource management;

fLanguage

English

Publisher

ieee

Conference_Titel

Engineering Management Conference, 1993. Managing Projects in a Borderless World. Pre Conference Proceedings., 1993 IEEE International

Conference_Location

New Delhi

Print_ISBN

0-7803-1763-7

Type

conf

DOI

10.1109/IEMC.1993.316504

Filename

316504