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首页> 外文期刊>International journal of information technology project management >The Impact of Cross-Cultural Factors on Heavy Engineering Projects: Case Kenya and UK
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The Impact of Cross-Cultural Factors on Heavy Engineering Projects: Case Kenya and UK

机译：跨文化因素对重型工程项目的影响：肯尼亚和英国案例

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摘要

Managing in today's environment provides many challenges and project teams are frequently confronted with situations which challenge the traditional ways projects have been managed. Project success is dependent upon the effective management of people and at the heart of this process is client leadership. Terms such as responsive project manager, issue resolution and value criteria are increasing in popularity, however, dealing with the mutual inconsistency these three terms provides a challenge to most of today's multinational construction organizations. In spite of recent extensive research, there has been little consideration given to how to classify success factors that influence cross-cultural project team performance. The reported research employed both in-depth interviews and postal questionnaires methodologies to capture the relevant experiences of senior managers in Kenya and the UK. The results were grouped under three major headings: (ⅰ) monitoring project team performance; (ⅱ) achieving team goals; and (ⅲ) maintaining team affiliations. The project leaders agreed that successful cross-cultural project team performance can be achieved by creating an effective integrated cross-cultural construction team. The findings accentuates a need for future research into project success factors to investigate the experiences of virtual project leaders and the difficulties faced in realizing effective project team performance.
机译：在当今环境中进行管理面临许多挑战，项目团队经常面临挑战传统项目管理方式的情况。项目的成功取决于人员的有效管理，而此过程的核心是客户的领导力。诸如响应式项目经理，问题解决和价值标准之类的术语越来越流行，但是，处理这三个术语的相互矛盾为当今大多数跨国建筑组织带来了挑战。尽管最近进行了广泛的研究，但几乎没有考虑如何对影响跨文化项目团队绩效的成功因素进行分类。报道的研究采用了深度访谈和邮政问卷调查方法，以获取肯尼亚和英国高级管理人员的相关经验。结果分为以下三个主要标题：（ⅰ）监视项目团队的绩效； （ⅱ）实现团队目标； （ⅲ）维持团队隶属关系。项目负责人一致认为，建立一支有效的跨文化综合建设团队可以实现成功的跨文化项目团队绩效。这些发现强调了对未来项目成功因素进行研究的必要性，以调查虚拟项目负责人的经验以及实现有效项目团队绩效所面临的困难。

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