摘要：As the
business world is increasingly becoming global in scope, more and more firms are
entering international project environments. When a western company is providing
goods or services to an eastern company, its managers would soon observe
different management styles and motivations from their counterparts. While most
western management elements coexist in the East, some elements are practiced
with different values and motivations. Are there more critical management
elements in the East? Are there more successful western managerial styles in the
East? Based on management and project management theories, we first model what
makes up the international project management. Based on interviews with
executives who have worked on various large scale supplier contracts in the
East, we argue why certain personal and managerial styles are valued differently
using national culture theories. The result suggests that uncertainty avoidance,
power distance and long-term orientation dimensions of culture have larger
influences towards the Far East project management. More interestingly, soft
management elements seem to matter more than hard elements in this unique
project environment
