The Impact of Cross-Cultural Differences on Project Performance: A Study of Power Sector Development Operation and Electricity Sector Development Project in Uganda
Keywords:
Cross-cultural differences; Project performance; Multinational project management processes; Project technologies; Uganda
Abstract
The purpose of this research was to establish a relationship between people’s cultural attributes, multinational project management processes, project technologies and project performance in Uganda’s energy sector concerning the practice during the implementation of the Power Sector Development Operation (PSDO) and Electricity Sector Development Project (ESDP) as case studies. The study employed a comprehensive survey design which mostly quantitative thus requiring the collection and analysis of data. It tangled both analytical and descriptive research designs. The research targeted 136 project beneficiaries or ‘project clients’ spread across the various target areas. The simple random sampling method was employed. Data compiled was reviewed to fill any gaps for incompleteness and inconsistency. This was to make ensure the exactness of the material provided acquired from the participants, through the continued reviews and comments provided by the Supervisor. Data was re-organized and software called the Statistical package. For social scientists (SPSS) was used to enter the data and analyze it, the results indicated a strong positive correlation people’s cultural attributes and project performance, multinational project management processes and project performance and between project technologies and project performance(r = .535** p ? 0.01, r = .758** p ? 0.01 and r = .656** p ? 0.01) correspondingly. It was concluded that people’s culture attributes, multinational project management and project technologies are pre-requisites for effective project performance in the Power Sector Development Operation Project and Electricity Sector Development project in Uganda and that Project technologies are a better predictor of project performance. The suggestion or recommendation for project managers to ensure that they progress implementation of their projects, peoples culture attributes, multinational project management and project technologies need to be enhanced through training of project staff and effective involvement of the communities.
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References
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Lavrakas, P.(2008).“Flexibility as a manufacturing objective”, International Journal of Operations & Production Management, Vol. 3 No. 3, pp. 4-13.
Leedy, K.(1993). “Manufacturing–missing link in corporate strategy", Harvard Business Review, May-June, pp. 136-45.
Liaquat,T & Uddin,F. (2017). Coordination networks within and across organizations: A multi-level framework, Journal of Management Studies, 41(1): 127-153.
Lima,L & Alves,P. (2016). TQM-based performance measurement – practical guidelines, Technical Communications, Letchworth.
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Mansfield, N. R., Ugwu, O. O., & Doran, T. (2015). Causes of delay and cost overruns in Nigerian construction projects. International Journal of Project Management, 12(4), 254-260.
Marmgren,L & Ragnarsson,M. (2014).Leading in Uncertain and Complex Projects: Supporting Structures for Self-Management.
Meredith.J.R & Matel,JR. (2000).Project management. A managerial approach. Seventh edition.
Ministry of Energy and Mineral Development report, (2017).
Nadia Lima and Leandro Alves Patah (2016), Cultural issue and its influence in the management of global project teams. Future Studies Research Journal ISSN 2175-5825 São Paulo, v.8, n.1, p. 90 – 112, Jan ./april 2016.
Nangoli,S.(2010). Project Communication, Social Networks, Commitment and Perceived Project Performance. Unpublished thesis.
Neely et al., (2005). “Realising strategy through measurement”, International Journal of Operations & Production Management, Vol. 14 No. 3, pp. 140-52.
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Schmid,A.J & Adams,G. (2008). Creating community-based participatory research in a diverse community: a case study Journal of Empirical Research on Human Research Ethics, 3(2), 5-16.
Todorovi? et al., (2015). The perceived value and potential contribution of project management practices to project success. Project Management Journal, 37(3), 37-48.
Turner, P (2009)."Time – the next source of competitive advantage", Harvard Business Review, July-August, pp. 41-51.
Uddin, R. (2017).Designing performance measurement systems for just-in-time operations”, International Journal of Production Research, Vol. 28 No. 11, pp. 2025-36.
Valerie,L & Mccol,T.(1997). The Lean Enterprise Benchmarking Project, Andersen Consulting, London, February.
Wiewiora, A., Trigunarsyah, B., Murphy, G. and Coffey, V. (2013). Organizational culture and willingness to share knowledge: a competing values perspective in the Australian context, International Journal of Project Management, 31(8): 1163–1174.
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Ying Zhang Christopher Marquis, Sergey Filippov Henk-Jan Haasnoot and Martijn van der Steen (2015); The Challenges and Enhancing Opportunities of Global Project Management: Evidence from Chinese and Dutch Cross-Cultural Project Management. Working Paper 15-063, Harvard Business School.
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Anantatmula, V., & Thomas, M. (2010). Managing global projects: a structured approach for better performance. Project Management Journal, 41(2), 60-72.
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Awuah, B, K.(2008).The effect of relationship management on project performance in construction. International Journal of Project Management, 30(2), 188-198.
Barney, J., & Clark, D.(2006). Resource-based theory: creating and sustaining competitive advantage, oxford university press, Oxford, UK, 2006.daniel f.
Battistuzzo, F. J., & Piscopo, M. (2015). Global projects: a Bibliometric Study of International Business Journals. Internext, 10(2), 31-45.
Besner,P & Hobbs,T.(2006). Listening to diversity stories: principles for practice in community research and action American Journal of Community Psychology, 37(3-4),365-376.
Bojesson, C. (2015). Rethinking effectiveness: Using a process perspective on effectiveness in product development projects.
Campbell, J.L.(2004). Institutional Change and Globalization.
Catarina Bojesson (2015), Improving project performance in product development Mälardalen University Press licentiate theses no. 192.
Cedergren, J. (2011). Quality, Productivity and Competitive Position, MIT, Cambridge, MA. Deming, W.E. (1986), Out of the Crisis, MIT, Cambridge, MA.
Cedergren, R. (2011).“Designing performance measurement systems for just-in-time operations”, International Journal of Production Research, Vol. 28 No. 11, pp. 2025-36.
Cheng et al., (2015). A Service-Oriented Framework for Construction Supply Chain Integration," Automation in Construction, 19 (2), 245–260.
Ching et al., (2014). "Innovation – self-assessment and benchmarking – a framework", prepared by London Business School for the DTI Innovation Unit, July.
Ching Gu, V., Hoffman, J., Cao, Q. and Schniederjans, m. (2014). The effects of organizational culture and environmental pressures on its project performance: a moderation perspective, International Journal of Project Management, in press.
Clarkson, J & Eckert, C.(2010).Design Process Improvement. A review of current practice.
Creswell, H.(2005). Key performance indicators for measuring construction success, Benchmarking: An International Journal, 11(2), 203 – 221. Doi 10.1108/14635770410532624.
David, P. (2007)."Linking quality strategy with management control systems: empirical evidence from Japanese industry", Accounting, Organisations and Society, Vol. 16 No. 7, pp. 601-18.
Davies, T.(2012). The importance of community involvement in the planning and design phases of rural water supply development projects in the Koro region of Mali, West Africa. Unpublished thesis.
Dess et al., (2007).Productivity Management – Planning, Measurement and Evaluation, Control and Improvement, Wiley, Chichester.
Diallo K & Thuillier, L.(2015). Professions, Competence and Informal Learning. Published by Edward Elgar Publishing.
Easterby-Smith, (2012). Management Research, Sage series in management research.SAGE.Pgs.351.Educational and Psychological Measurement, 30, 607-610.
Easterby-Smith, (2012). Management Research, Sage series in management research.SAGE.Pgs.351.
Educational and Psychological Measurement, 30, 607-610
European Commission, (2007).
Frese, R & Sauter, V. (2003).Project success and failure: what is a success, what is a failure, and how can you improve your odds for success?.
Gajendran, T., Brewer, G., Dainty, A. and Runeson, G. (2012). A conceptual approach to studying the organizational culture of construction projects, Australasian Journal of Construction Economics and Building, 12(2): 1–26.
Gehring, K. (2007). Exploring the linkage between the characteristics of IT project leaders and project success. Information Systems Management, 23(4), 43-19.
Ghauri,P & Gronhaug,P. (2010).Introducing stakeholder management. In Construction Stakeholder Management, John Wiley & Sons Ltd, United Kingdom, 1 – 12.
Grant, H. (2004)."Manufacturing – the missing link in corporate strategy", Harvard Business Review, May-June, pp. 136-45.
Hallowell,M & Toole,M.(2017). Contemporary Design-Bid-Build Model," Journal of Construction Engineering and Management, 135 (6), 540-550.
Hansen,S,C.(2003).Practice Developments in Budgeting: An Overview and Research Perspective. Journal of management accounting research. Volume Fifteen. 2003 pp. 95–116.
Helfat, C., Finkelstein, S., Mitchell, W., Peteraf, M., Singh, H., Teece, D., & Winter, S., (2007) Dynamic capabilities: understanding strategic change in organizations, Blackwell Publishing, Malden, UK.
Hofstede, G. (1997). Cultures and organizations: Software of the mind, McGraw-hill.
Hofstede, G. (2011).Multicultural Working Teams and Safety Awareness: How Effective Leadership Can Motivate Safety Behaviour.Online Readings in Psychology and Culture, 2, 8.
http://dx.doi.org/10.9707/2307-0919.1014.
http://www.itapintl.com/index.php/about-us/latest-news/57-organizational-culture-and-national-culture-what-sthe- difference-and-why-does-it-matter [accessed on 20/7/18].
https://www.bbvaopenmind.com/en/article/national-cultures-organizational-cultures-and-the-role-ofmanagement/ [accessed on 23/7/18].
Hyvari, L.(2006). Choosing Appropriate Project Managers: Matching their leadership style to the type of project. Project Management Institute, Newton Square, PA, USA. Unpublished Report.
ITAP International, (2014).
Jambormais, T.(2012).The productivity paradox", Harvard Business Review, July-August, pp. 55-9. Slack, N. (1987), "The flexibility of manufacturing systems”, International Journal of Operations & Production Management, Vol. 7 No. 4, pp. 35-45.
Jetu, F. T., Riedl, R., & Roithmayr, F. (2010). Cultural patterns influencing project team behaviour in Sub-Saharan Africa: a case study in Ethiopia. Project Management Journal, 42(5), 57-77.
Jugdev, K.& Müller, R. (2005). A retrospective looks at our evolving understanding of project success. Project Management Journal, 36, 19-31.
Khang,D.B & Moe,L.(2016). Listening to diversity stories: principles for practice in community research and action American Journal of Community Psychology, 37(3-4),365-376.
Kerrin, M. & Oliver, N., Hanan, A. (2010). “Teamwork” The Essence of Workplace Productivity.
Kothari, C. R. (2004), Research Methodology: Methods and Techniques, (Second Edition), New Age International Publishers.
Krejcie, R. V., Morgan & D. W. (1970). Determining sample size for research activities.
Lavrakas, P.(2008).“Flexibility as a manufacturing objective”, International Journal of Operations & Production Management, Vol. 3 No. 3, pp. 4-13.
Leedy, K.(1993). “Manufacturing–missing link in corporate strategy", Harvard Business Review, May-June, pp. 136-45.
Liaquat,T & Uddin,F. (2017). Coordination networks within and across organizations: A multi-level framework, Journal of Management Studies, 41(1): 127-153.
Lima,L & Alves,P. (2016). TQM-based performance measurement – practical guidelines, Technical Communications, Letchworth.
Lin, Y., Chen, A. S., & Song, Y. (2012). Does your intelligence help to survive in a foreign jungle? the effects of cultural intelligence and emotional intelligence on cross-cultural adjustment. International Journal of Intercultural Relations, 36(4), 541-552.
Mansfield, N. R., Ugwu, O. O., & Doran, T. (2015). Causes of delay and cost overruns in Nigerian construction projects. International Journal of Project Management, 12(4), 254-260.
Marmgren,L & Ragnarsson,M. (2014).Leading in Uncertain and Complex Projects: Supporting Structures for Self-Management.
Meredith.J.R & Matel,JR. (2000).Project management. A managerial approach. Seventh edition.
Ministry of Energy and Mineral Development report, (2017).
Nadia Lima and Leandro Alves Patah (2016), Cultural issue and its influence in the management of global project teams. Future Studies Research Journal ISSN 2175-5825 São Paulo, v.8, n.1, p. 90 – 112, Jan ./april 2016.
Nangoli,S.(2010). Project Communication, Social Networks, Commitment and Perceived Project Performance. Unpublished thesis.
Neely et al., (2005). “Realising strategy through measurement”, International Journal of Operations & Production Management, Vol. 14 No. 3, pp. 140-52.
Nunnally, J. C. (1978). Psychometric theory (2nd ed.). New York: McGraw-Hill.
O’Donnell, F.J & Duffy, A.H.B. (2002). "Modelling design development performance", International Journal of Operations & Production Management, Vol. 22 Issue: 11, pp.1198-1221, https://doi.org/10.1108/01443570210450301.
Obinukule, K (2002).Score sheets for Quantifying Performance in Managing Innovation, London Business School, London.
Ofori (2013), Project Management Practices and critical success factors–a developing country perspective. University of Ghana Business School, University of Ghana, Ghana.
Ojanen, P & Tuominen, K. (2002), Applying quality award criteria in R&D project assessment. International journal of production economics. 80(1):119-128
Orr, R. J., Scott, W. R., Levitt, R. E., Artto, K., & Kujala, J. (2011). Global projects: Distinguishing features, drivers, and challenges. in W. Scott, R E. Levitt, & R. J. Orr (eds.), global projects institutional and political challenges. New York: Cambridge University Press.
Pires,L & Macedo,P. (2006).Link firm strategy to operating decisions through performance measurement”, Production and Inventory Management Journal, Third Quarter, pp. 5-11.
Power Africa Uganda report (,2015).
Project Management Institute - PMI (2013). A guide to the project management body of knowledge - Pmbok® guide (5th ed.). Pennsylvania: PMI.
Project Management Institute, (2013).
Ranasinghe, K. (2015). Social networks and team performance. Team Performance Management review, Humanitarian Practice Network.
Ree, T.(2002), The Challenges and Enhancing Opportunities of Global Project Management: Evidence from Chinese and Dutch Cross-Cultural Project Management. Working Paper 15-063, Harvard Business School.
Rees-Caldwell, K. and Pinnington, A.H. (2013). National culture differences in project management: comparing British and Arab project managers' perceptions of different planning areas, International Journal of Project Management, 31(2): 212–227.
Richard M. Steers, Carlos S, R., Nardon, L. (2013).Management Across Cultures: Developing Global Competencies. Cambridge University Press, 2013 - International business enterprises.
Rodrigues, K.(2010). Manufacturing strategy – defining the missing link”, Strategic Management Journal, Vol. 5, pp. 77-91.
Russian et al.,(2005).Innovation – A Benchmarking and Self Assessment Framework, London Business School, London.
Schmid,A.J & Adams,G. (2008). Creating community-based participatory research in a diverse community: a case study Journal of Empirical Research on Human Research Ethics, 3(2), 5-16.
Todorovi? et al., (2015). The perceived value and potential contribution of project management practices to project success. Project Management Journal, 37(3), 37-48.
Turner, P (2009)."Time – the next source of competitive advantage", Harvard Business Review, July-August, pp. 41-51.
Uddin, R. (2017).Designing performance measurement systems for just-in-time operations”, International Journal of Production Research, Vol. 28 No. 11, pp. 2025-36.
Valerie,L & Mccol,T.(1997). The Lean Enterprise Benchmarking Project, Andersen Consulting, London, February.
Wiewiora, A., Trigunarsyah, B., Murphy, G. and Coffey, V. (2013). Organizational culture and willingness to share knowledge: a competing values perspective in the Australian context, International Journal of Project Management, 31(8): 1163–1174.
worldbank.org. 2018. projects and operations. [ONLINE].
worldbank.org.2018. projects and operations. [ONLINE] Available at http://projects.worldbank.org/P069208/uganda-power-sector-development-project?lang=en. [Accessed 25 July 2018].
Wysocki, R.K, Beck, R.,& Crane, B, D. (2000).Effective Project Management. Master the project management skills you need to keep up in today's changing business environment.
Ying Zhang Christopher Marquis, Sergey Filippov Henk-Jan Haasnoot and Martijn van der Steen (2015); The Challenges and Enhancing Opportunities of Global Project Management: Evidence from Chinese and Dutch Cross-Cultural Project Management. Working Paper 15-063, Harvard Business School.
Youker, P. (2013). Subcontracting and Its Ramifications: A Survey of the Building Industry in Hong Kong," International Journal of Project Management, 27 (1), 80–88.
Youker, T. (2013). The perceived value and potential contribution of project management practices to project success. Project Management Journal, 37(3), 37-48.
Zein, O. (2012). Cultural complexities in multinational projects. Proceedings of the PMI Global Congress – EMEA, Marseille, France.
Zeng, Y., Shenkar, O., Lee, S. and Song, S. (2013). Cultural differences, MNE learning abilities, and the effect of experience on subsidiary mortality in a dissimilar culture: evidence from Korean mines, Journal of International Business Studies, 44(1): 42–65.
Published
2020-10-26
How to Cite
[1]
Gubala, F. and Awolusi, O.D. 2020. The Impact of Cross-Cultural Differences on Project Performance: A Study of Power Sector Development Operation and Electricity Sector Development Project in Uganda. Journal of Education and Vocational Research. 11, 1(V) (Oct. 2020), 44-63. DOI:https://doi.org/10.22610/jevr.v11i1(V).3069.
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Research Paper
Copyright (c) 2020 Fredrick Gubala, Olawumi Dele Awolusi
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