Project Management and National Culture: Arab and British Project Planning
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Date
2010-04
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The British University in Dubai (BUiD)
Abstract
This dissertation examines the effect of Arab National Culture (NC) and British NC on the planning phase of the project. A structured survey method was used to investigate NC, the integrity of Planning processes, and Project Success. The NC section measured Activity, Environment, Time (past, present, future) orientations, Polychronic/Monochronic orientations and Power Distance and Uncertainty Avoidance variables. A Project Management Planning Quality model was reviewed and new planning variables included.
Differences between the Arab and British planning ratings were analysed using Mann-Whitney U tests and Independent t-tests. Spearman’s rho and Pearson’s r correlations then investigated relationships between the planning variables (Scope, Time planning, Cost, Risk, Quality, Integration, Innovation/ Technology, and Communication) and NC. Ratings in Scope, Time planning, Innovation/Technology, Integration, and Communication variables significantly differed between both groups [p<0.001], with the Arab group rating Communication higher and the British group rating the remaining variables higher. Principal Components Factor Analysis found that the eight planning variables loaded onto three factors (Initial Planning and Scheduling, Cost and Communication, Quality and Risk). Further research is required on the link between NC and Project Management since some variables were not measured in this study. Recommendations are made for improved cross-cultural understanding and planning.
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DISSERTATION WITH DISTINCTION
Keywords
project management, national culture, British project planning, Arab project planning, Arab National Culture (NC), cross-cultural understanding