Culture and conflict management style of international project managers

Mohammed, U. K., Prabhakar, G. P. and White, G. (2008) Culture and conflict management style of international project managers. International Journal of Business Management, 3 (5). pp. 3-11. ISSN 1833-3850

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Abstract

The management of culture has become increasingly important to many organisations and business disciplines, particularly multicultural and international project management. Cultural differences often result in varying degrees of conflict and require careful consideration. This study surveys 116 Project Managers using the Thomas-Kilmann Conflict Mode Instrument to determine their approach toward managing conflict. Indian, French and UK Project Managers’ conflict management style are correlated with Hofstede’s description of their cultural characteristics. We find that significant links between the cultural dimensions of Individualism and Masculinity with the propensity for Project Managers to adopt a Competitive style of conflict management. We also find Uncertainty Avoidance correlates with a tendency for Project Managers to adopt an Avoiding approach to conflict management. Other relationships are found between Hofstede’s cultural dimensions and conflict management styles in Project Managers but their meaning requires further study.

Item Type:Article
Uncontrolled Keywords:culture, conflict, project managers
Faculty/Department:Faculty of Business and Law > Department of Business Management
ID Code:13459
Deposited By: G. White
Deposited On:03 Nov 2010 11:39
Last Modified:13 Aug 2013 18:52

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