The rapid globalisation of the world’s economy has had significant impact on the way construction project managers work, bringing them frequently with clients, suppliers and peer that they never work before. In an era of globalisation, projects in the construction industry face unique challenges in coordinating among clients, financiers, developers, designers and contractors from different countries. In addition, construction project teams need to cope with the complexities of both local institutions and physical environments. Bartlett and Gosha [1] discussed the challenges facing organisations, which are intending to work effectively across borders. They identified the major challenges as being able to develop practices, which balance global competitiveness, multinational flexibility and the building of a worldwide learning capability. They maintained that achieving this balance will require organisations to develop the cultural sensitivity and ability to manage and leverage learning to build future capabilities. While offering opportunities, globalisation also poses significant challenges for construction project managers especially when different cultures are involved as a team. Multicultural construction project teams have their culture as a set of shared values and beliefs. Beliefs are people's perceptions’ of how things are done in their countries. They are reported as “practices” in a particular culture. Values are people's perceptions about the way things should be done. They are their preferred practices and people’s beliefs. In a global context the management and development of people inevitably leads to considerations of diversity and related challenges.
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