期刊名称：International Journal of Information Systems and Project Management
印刷版ISSN：2182-7796
电子版ISSN：2182-7788
出版年度：2016
卷号：4
期号：2
页码：5-20
DOI：10.12821/ijispm040201
出版社：SciKA
摘要：The success of global IT projects is highly influenced by culture-based behaviors. Issues between individuals arisewhen behaviors are (mis-)perceived, (mis-)interpreted, and (mis-)judged by using the perceiver’s expectations, beliefs,and values. Misperception results when the behavior is not anticipated because it would not occur in ones own culture.As a result, behavior should be the starting point for cross-cultural research. But, studies have primarily focused onbelief and value systems which are more abstract and less specific than behaviors. This paper presents a study thatanalyzed cultural behavioral differences between Indian project managers and their counterparts in other countries. Theconducted qualitative, semi-structured interviews revealed insights into cross-cultural challenges and shed light on thecomplex ways that culture-based behaviors impact IT projects. The study identified 127 behaviors that significantlyaffected project success and cross-cultural cooperation between Indian managers and managers from all over the world.These behaviors were grouped into 19 behavior clusters. Understanding these behavior clusters, and correlating thesebehaviors to values and beliefs, will improve project collaboration, and inform cross-cultural training strategies. Inaddition, existing cultural dimensions were reduced in scope, additional dimensions were defined for clarity, and newbusiness-related dimensions were identified. Finally, based on the study’s results, the paper suggests four importantcomponents that should be added to cross-cultural training programs for international project managers.
