Loughborough University
Leicestershire, UK
LE11 3TU
+44 (0)1509 263171
Loughborough University

Loughborough University Institutional Repository

Please use this identifier to cite or link to this item: https://dspace.lboro.ac.uk/2134/14961

Title: Framework for managing multicultural project teams
Authors: Ochieng, Edward G.
Price, Andrew D.F.
Keywords: Multicultural management
Integration
Kenya
Construction industry
United Kingdom
Issue Date: 2009
Publisher: © Emerald
Citation: OCHIENG, G. and PRICE, A.D.F., 2009. Framework for managing multicultural project teams. Engineering, Construction and Architectural Management, 16 (6), pp. 527 - 543.
Abstract: The purpose of this paper is to present literature that suggests that project teams comprising members from culturally diverse backgrounds bring fresh ideas and new approaches to problem solving. The challenge, however, is that they also introduce different understandings and expectations regarding team dynamics and integration. The question becomes how a project manager can effectively work and influence a multicultural construction project team, at the same time being attentive to the diversity and creating the structure required for success. Using a qualitative methodology, participants of heavy construction engineering projects revealed a number of multi-dimensional factors that either facilitated or limited the effectiveness of multicultural teamwork. These were synthesised into a framework of eight key dimensions that need to be considered when managing multicultural teams. The identified key dimensions include: leadership style, team selection and composition process, cross-cultural management of team development process, cross-cultural communication, cross-cultural collectivism, cross-cultural trust, cross-cultural management and cross-cultural uncertainty. The proposed framework has implications for construction managers who work with multicultural teams and are committed to improving team performance and productivity. The utilisation of the proposed framework would not instantly transform multicultural teams into high-performing ones; however, it does identify eight key cross-cultural dimensions, which need to be considered. Though the benefits of culturally diverse teams have been acknowledged within the industry, the study highlighted that cultural differences among project teams can cause conflict, misunderstanding and poor project performance.
Description: Closed access.
Version: Published
DOI: 10.1108/09699980911002557
URI: https://dspace.lboro.ac.uk/2134/14961
Publisher Link: http://dx.doi.org/10.1108/09699980911002557
ISSN: 0969-9988
Appears in Collections:Closed Access (Civil and Building Engineering)

Files associated with this item:

File Description SizeFormat
J115 Ochieng, E.G. and Price, A.D.F., Framework for managing multicultural project teams, Engineering, Construction and Architectural Management, 16(6), 2009 pp 527-5.pdfPublished version245.83 kBAdobe PDFView/Open

 

SFX Query

Items in DSpace are protected by copyright, with all rights reserved, unless otherwise indicated.