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Conference Paper: A Culture-based approach to the management of Conflict on Multi-National Construction Projects

TitleA Culture-based approach to the management of Conflict on Multi-National Construction Projects
Authors
KeywordsCulture
Cultural distance
Conflict management
Participant characteristics project performance
Temporary multi-organisations
Issue Date2008
PublisherTongji University.
Citation
International Conference On Multi-National Construction Projects, “Securing High Performance Through Cultural Awareness And Dispute Avoidance”, Tongji University, Shanghai, China. November 21-23, 2008 How to Cite?
AbstractBy definition, multi-national construction projects bring together organisations and individuals from different countries and, therefore, almost inevitably, different cultures. As cultures underpin behaviour, and behaviour has major impact on performance – both what is desired and what is realised – issues of cultural compatibility between project participants are important. A further aspect relates to attitudes to conflict and, thence, disputes, concerning their likelihood, causes and consequences – in essence, how they may be managed. This paper comprises a critical review of theory and literature regarding cultures and their categorisation with particular attention to selection of multi-national project participants, management of conflict and resulting outcomes for project performance and participant satisfaction. Of particular note are aspects of cultural compatibility / cultural distance for both selection of project participants and resultant performance.
DescriptionCIB W112
Persistent Identifierhttp://hdl.handle.net/10722/187320

 

DC FieldValueLanguage
dc.contributor.authorFellows, Richarden_US
dc.contributor.authorLiu, AMMen_US
dc.date.accessioned2013-08-20T12:36:46Z-
dc.date.available2013-08-20T12:36:46Z-
dc.date.issued2008en_US
dc.identifier.citationInternational Conference On Multi-National Construction Projects, “Securing High Performance Through Cultural Awareness And Dispute Avoidance”, Tongji University, Shanghai, China. November 21-23, 2008en_US
dc.identifier.urihttp://hdl.handle.net/10722/187320-
dc.descriptionCIB W112-
dc.description.abstractBy definition, multi-national construction projects bring together organisations and individuals from different countries and, therefore, almost inevitably, different cultures. As cultures underpin behaviour, and behaviour has major impact on performance – both what is desired and what is realised – issues of cultural compatibility between project participants are important. A further aspect relates to attitudes to conflict and, thence, disputes, concerning their likelihood, causes and consequences – in essence, how they may be managed. This paper comprises a critical review of theory and literature regarding cultures and their categorisation with particular attention to selection of multi-national project participants, management of conflict and resulting outcomes for project performance and participant satisfaction. Of particular note are aspects of cultural compatibility / cultural distance for both selection of project participants and resultant performance.-
dc.languageengen_US
dc.publisherTongji University.-
dc.rightsCreative Commons: Attribution 3.0 Hong Kong License-
dc.subjectCulture-
dc.subjectCultural distance-
dc.subjectConflict management-
dc.subjectParticipant characteristics project performance-
dc.subjectTemporary multi-organisations-
dc.titleA Culture-based approach to the management of Conflict on Multi-National Construction Projectsen_US
dc.typeConference_Paperen_US
dc.identifier.emailLiu, AMM: ammliu@hku.hken_US
dc.identifier.authorityLiu, AMM=rp01432en_US
dc.identifier.hkuros218112en_US
dc.publisher.placeChina-
dc.customcontrol.immutableyiu 140318-

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