期刊名称：European Journal of Business and Social Sciences
印刷版ISSN：2235-767X
出版年度：2016
卷号：5
期号：6
页码：246-264
出版社：European Society of Business and Social Sciences
摘要：In the last 10 years, a number of Rwandan firms have been acquired by larger multinational firms at ahigher rate, this brings a new reality: working in multi-cultural settings, this in turn brings anotherchallenge, managing diverse project teams to work cohesively. This study aims to show the relationshipsbetween the cultural dimensions as proposed by Hofstede (2011) and cohesiveness of multi-national project teamsin Rwanda. This was done by studying Bralirwa’s PET project with the aim of gaining a deeper understanding ofhow the cohesiveness or operational unity of a team with individuals from different cultures can be affected. Thestudy bases cultural diversity on Hofstede’s indicators of cultural diversity. The study adopted the concept anddimensions proposed by Hofstede (2003) that allow comparisons between the cultural dimensions of variousindividuals working together on the same project (PET project). The objectives of the study were to analyze theeffect of power distance, individualism, collectivism, uncertainty avoidance and masculinity on a project team’scohesiveness. This study adopted a descriptive research design that made use of the questionnaires that weredistributed to the respondents by the researcher and via electronic mail; the objective of gathering thisinformation was to establish a correlation between cultural diversity in a project team and the team’scohesiveness. After which, data analysis was done with the help of SPSS version 21 and presented graphically andinterpreted by use of statistical techniques, Slovin’s formula to determine the sample size and Person’s productmomentcorrelation coefficient to interpret the findings of the study. Regression analysis was also done. Resultswere presented in tables pie charts and bar graphs. The study findings indicated that that individualismsignificantly affect project team’s cohesiveness (r= 0.505, P- value < 0.01). Also, PET project team members weremore individualistic than collectivist. This was evidenced by the majority of respondents who agreed to thestatement regarding the team members were more individualistic than collectivist. The study also concluded thatcollectivism significantly affected project team’s interactions. PET project team was more collectivist thanindividualistic. Analysis of the statement that team efforts should be rewarded more than individual efforts wasalso done. Tasks within the PET project were being approached collectively. The study concluded that uncertaintyavoidance and project team’s cohesiveness has a significant relationship. This was arrived at following thecorrelation analysis that showed a positive and significant correlation between the study variables (r= 0.581, Pvalue< 0.01). Also, the study concluded that the PET project operated in structured situations. Following the studyfindings, it is evident that the variables under study significantly affect project team cohesiveness. In this regardthe study recommend that project managers should effectively address issues that pertains to power distances,individualism, collectivism, uncertainty avoidance and issues of femininity and masculinity within the projectteam
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