Cross-cultural management in multinational project groups

Sylvie Chevrier

Journal of World Business, 2003, vol. 38, issue 2, 141-149

Abstract: This paper aims at better understanding the dynamics of international project groups by grasping the strategies project leaders set up to cope with cultural diversity. Three kinds of cross-cultural practices emerged from the comparative study of European project groups: (1) to draw upon individual tolerance and self-control, (2) to enter into a trial-and-error process coupled with relationship development and (3) to capitalize on transnational corporate or professional cultures. An alternative method to enhance the functioning of cross-cultural projects is also suggested. It consists in the construction of cross-cultural patterns based upon a structured examination of the cultural sense-making processes of project members. The paper concludes on the necessarily culture bound approaches of cross-cultural management in transnational project groups.

Date: 2003
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