FRINK Linked Data Fragments server

Matches in SemOpenAlex for { <https://semopenalex.org/work/W1796996494> ?p ?o ?g. }

• W1796996494 abstract "Knowledge of cultural impacts helps project managers understanding of cultural perspectives of all stakeholders. Since cultural differences can become organizational performance barriers, it is important to consider how cultural dimensions can affect decision making. This paper uses the model developed by Professor Geert Hofstede to make a cultural comparison of the major cultural dimensions that influence how work can be planned and executed in China, as compared to the U.S. Several Chinese cultural norms and value systems are found to be relevant and must be considered when planning project tasks to be performed by Chinese team members. The Chinese Doctrine of Mean (DoM) emphasizes that harmony is “most precious” in relationships and encourages contending parties to compromise. Recent U.S. management practices tend to advocate the use of horizontal organizational structures to facilitate project communications, in contrast to the strong superior-subordinate relationships emphasized by Chinese vertical management structures. Complexity in U.S. projects is handled by forming cross-function integrated product teams (IPTs) so subject matter experts in different disciplines can collaborate. The Chinese culture, in contrast, stresses family and kinship relationships when conducting business. Group members are linked by close personal relationships to work with Chinese organizations. Also, the evaluation of people based on their standing in the family, as opposed to how well they perform, is not consistent with U.S. project management practices. Finally, in the U.S. project managers tend to be task-oriented, rather than boss-oriented. To the Chinese, the most important criterion for evaluating and respecting other people is the person’s hierarchical position. Thus, an obligation to a project manager to complete a task would be a subsidiary consideration. This paper concludes that cultural training may be required to get Chinese team members to overcome these institutional norms and fully participate in project strategy sessions, as well as for task execution. U.S. team members similarly need cultural training to understand the significance of the cultural differences so they can adapt their communication approaches accordingly. By defining the industry standard for conducting project management activities, the Project Management Institute (PMI) is facilitating international adoption of a set of consistent project management methodologies. This makes other countries, such as China, aware of acceptable practices, and even helps them to overcome cultural barriers that interfere with effectively implementing the adopted management processes." @default.
• W1796996494 created "2016-06-24" @default.
• W1796996494 creator A5011054230 @default.
• W1796996494 date "2011-01-01" @default.
• W1796996494 modified "2023-09-23" @default.
• W1796996494 title "Cultrual Comparison of the United States and China from the Project Manager's Perspective" @default.
• W1796996494 cites W2004679316 @default.
• W1796996494 cites W589716629 @default.
• W1796996494 doi "https://doi.org/10.2139/ssrn.2104458" @default.
• W1796996494 hasPublicationYear "2011" @default.
• W1796996494 type Work @default.
• W1796996494 sameAs 1796996494 @default.
• W1796996494 citedByCount "1" @default.
• W1796996494 countsByYear W17969964942022 @default.
• W1796996494 crossrefType "journal-article" @default.
• W1796996494 hasAuthorship W1796996494A5011054230 @default.
• W1796996494 hasBestOaLocation W17969964942 @default.
• W1796996494 hasConcept C142362112 @default.
• W1796996494 hasConcept C144024400 @default.
• W1796996494 hasConcept C144133560 @default.
• W1796996494 hasConcept C144348335 @default.
• W1796996494 hasConcept C153349607 @default.
• W1796996494 hasConcept C15744967 @default.
• W1796996494 hasConcept C162324750 @default.
• W1796996494 hasConcept C17744445 @default.
• W1796996494 hasConcept C187736073 @default.
• W1796996494 hasConcept C191935318 @default.
• W1796996494 hasConcept C199539241 @default.
• W1796996494 hasConcept C2776453491 @default.
• W1796996494 hasConcept C39549134 @default.
• W1796996494 hasConcept C41008148 @default.
• W1796996494 hasConcept C56739046 @default.
• W1796996494 hasConcept C67356462 @default.
• W1796996494 hasConcept C77805123 @default.
• W1796996494 hasConceptScore W1796996494C142362112 @default.
• W1796996494 hasConceptScore W1796996494C144024400 @default.
• W1796996494 hasConceptScore W1796996494C144133560 @default.
• W1796996494 hasConceptScore W1796996494C144348335 @default.
• W1796996494 hasConceptScore W1796996494C153349607 @default.
• W1796996494 hasConceptScore W1796996494C15744967 @default.
• W1796996494 hasConceptScore W1796996494C162324750 @default.
• W1796996494 hasConceptScore W1796996494C17744445 @default.
• W1796996494 hasConceptScore W1796996494C187736073 @default.
• W1796996494 hasConceptScore W1796996494C191935318 @default.
• W1796996494 hasConceptScore W1796996494C199539241 @default.
• W1796996494 hasConceptScore W1796996494C2776453491 @default.
• W1796996494 hasConceptScore W1796996494C39549134 @default.
• W1796996494 hasConceptScore W1796996494C41008148 @default.
• W1796996494 hasConceptScore W1796996494C56739046 @default.
• W1796996494 hasConceptScore W1796996494C67356462 @default.
• W1796996494 hasConceptScore W1796996494C77805123 @default.
• W1796996494 hasLocation W17969964941 @default.
• W1796996494 hasLocation W17969964942 @default.
• W1796996494 hasOpenAccess W1796996494 @default.
• W1796996494 hasPrimaryLocation W17969964941 @default.
• W1796996494 hasRelatedWork W1528704830 @default.
• W1796996494 hasRelatedWork W1548175166 @default.
• W1796996494 hasRelatedWork W1580152289 @default.
• W1796996494 hasRelatedWork W2160927737 @default.
• W1796996494 hasRelatedWork W2166337657 @default.
• W1796996494 hasRelatedWork W2172210862 @default.
• W1796996494 hasRelatedWork W2225261550 @default.
• W1796996494 hasRelatedWork W2297841584 @default.
• W1796996494 hasRelatedWork W230767785 @default.
• W1796996494 hasRelatedWork W2346826907 @default.
• W1796996494 hasRelatedWork W2485990021 @default.
• W1796996494 hasRelatedWork W2508762767 @default.
• W1796996494 hasRelatedWork W2539485863 @default.
• W1796996494 hasRelatedWork W276296343 @default.
• W1796996494 hasRelatedWork W2800031647 @default.
• W1796996494 hasRelatedWork W2913380443 @default.
• W1796996494 hasRelatedWork W2994562354 @default.
• W1796996494 hasRelatedWork W808435781 @default.
• W1796996494 hasRelatedWork W9504467 @default.
• W1796996494 hasRelatedWork W2099740378 @default.
• W1796996494 isParatext "false" @default.
• W1796996494 isRetracted "false" @default.
• W1796996494 magId "1796996494" @default.
• W1796996494 workType "article" @default.