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

Abstract

By 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.