Temporary project cultures
Thomas Grisham and
International Journal of Human Resources Development and Management, 2008, vol. 8, issue 3, 271-288
Previous research confirmed that there are cross-cultural leadership attributes, or dimensions, that are universally effective, regardless of culture. This paper provides a short summary of that research, and of the resulting Cross-Cultural Leadership Intelligence (XLQ) model, and tests the model on three large international projects.
Keywords: cross-cultural leadership; temporary project organisations; international construction; behaviour emulation; construction industry; project culture; temporary projects. (search for similar items in EconPapers)
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Persistent link: https://EconPapers.repec.org/RePEc:ids:ijhrdm:v:8:y:2008:i:3:p:271-288
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