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Managing Cultural Knowledge in Project Execution

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Managing Cultural Knowledge in Project Execution. / Aramo-Immonen, Heli; Hietaoja, Helinä; Jussila, Jari Juhani; Ammirato, Salvatore.

10th International Forum on Knowledge Asset Dynamics, IFKAD 2015, Bari, Italy: Culture, Innovation and Entrepreneurship: connecting the knowledge dots. Vol. 10 Bary : IKAM Centro Studi & Ricerche, 2015. p. 1085-1096.

Research output: Chapter in Book/Report/Conference proceedingConference contributionScientificpeer-review

Harvard

Aramo-Immonen, H, Hietaoja, H, Jussila, JJ & Ammirato, S 2015, Managing Cultural Knowledge in Project Execution. in 10th International Forum on Knowledge Asset Dynamics, IFKAD 2015, Bari, Italy: Culture, Innovation and Entrepreneurship: connecting the knowledge dots. vol. 10, IKAM Centro Studi & Ricerche, Bary, pp. 1085-1096, International Forum on Knowledge Asset Dynamics, 1/01/00.

APA

Aramo-Immonen, H., Hietaoja, H., Jussila, J. J., & Ammirato, S. (2015). Managing Cultural Knowledge in Project Execution. In 10th International Forum on Knowledge Asset Dynamics, IFKAD 2015, Bari, Italy: Culture, Innovation and Entrepreneurship: connecting the knowledge dots (Vol. 10, pp. 1085-1096). Bary: IKAM Centro Studi & Ricerche.

Vancouver

Aramo-Immonen H, Hietaoja H, Jussila JJ, Ammirato S. Managing Cultural Knowledge in Project Execution. In 10th International Forum on Knowledge Asset Dynamics, IFKAD 2015, Bari, Italy: Culture, Innovation and Entrepreneurship: connecting the knowledge dots. Vol. 10. Bary: IKAM Centro Studi & Ricerche. 2015. p. 1085-1096

Author

Aramo-Immonen, Heli ; Hietaoja, Helinä ; Jussila, Jari Juhani ; Ammirato, Salvatore. / Managing Cultural Knowledge in Project Execution. 10th International Forum on Knowledge Asset Dynamics, IFKAD 2015, Bari, Italy: Culture, Innovation and Entrepreneurship: connecting the knowledge dots. Vol. 10 Bary : IKAM Centro Studi & Ricerche, 2015. pp. 1085-1096

Bibtex - Download

@inproceedings{2d2c0e02c4274e9696a6a0a83c73311b,
title = "Managing Cultural Knowledge in Project Execution",
abstract = "The purpose of this study was to explore the factors through which the project implementation phase could be enhanced by cultural knowledge. The importance of studying this subject is that the exploitation of cultural knowledge (Hofstede & Hofstede 2005, Schwartz 1999, Ng et al. 2006, Hall 1976, Lewis 2006) and competence (Koskinen 2001) is still limited in the constantly increasing project-based business (Turner 1999, Artto et al. 2011, PMBOK 2004) in the international field. Two objectives exist in this study: understanding project complexity through the main challenges in project implementation and evaluating the impacts of the cultural factors behind them.We propose the multiple case study approach (Eisenhard & Graebner 2007, Yin 2014). The prominence of cultural knowledge in project implementation is difficult to determine, so the research design has exploratory features. Case project A was implemented in Sub- Saharan Africa and Case project B in the Near East. Interviewed managers worked either from distance and only visited the target country periodically or represented the perspective of an operational level manager working in the host country. The main cultural challenges that occurred in the projects are defined by these interviewees.This methodology gives evidence of the main challenges in the two case projects and clarifies the multiplicity of cultural issues in the project context. The importance of thesubject was highlighted and the interviewed managers demonstrated that cultural knowledge can offer benefits. Numerous studies exist concerning the challenges in the project business (Deresky 2014, Turner 1999).The outcomes of the research stressed the uniqueness of projects and the situational need for cultural knowledge. The results highlighted the pervasive nature of culture in the international playing field. Companies are obliged to adjust their operations according to environments with multifaceted requirements. National cultures not only prevail within the borders of geographical areas, but are also reflected in company procedures. Therefore, their overall impact needs to be considered in international projects.",
keywords = "Project management, Cultural Knowledge, Project execution, Developing country, Multicultural projects",
author = "Heli Aramo-Immonen and Helin{\"a} Hietaoja and Jussila, {Jari Juhani} and Salvatore Ammirato",
note = "ORG=pla,0.5 ORG=tlo,0.5",
year = "2015",
language = "English",
volume = "10",
publisher = "IKAM Centro Studi & Ricerche",
pages = "1085--1096",
booktitle = "10th International Forum on Knowledge Asset Dynamics, IFKAD 2015, Bari, Italy",

}

RIS (suitable for import to EndNote) - Download

TY - GEN

T1 - Managing Cultural Knowledge in Project Execution

AU - Aramo-Immonen, Heli

AU - Hietaoja, Helinä

AU - Jussila, Jari Juhani

AU - Ammirato, Salvatore

N1 - ORG=pla,0.5 ORG=tlo,0.5

PY - 2015

Y1 - 2015

N2 - The purpose of this study was to explore the factors through which the project implementation phase could be enhanced by cultural knowledge. The importance of studying this subject is that the exploitation of cultural knowledge (Hofstede & Hofstede 2005, Schwartz 1999, Ng et al. 2006, Hall 1976, Lewis 2006) and competence (Koskinen 2001) is still limited in the constantly increasing project-based business (Turner 1999, Artto et al. 2011, PMBOK 2004) in the international field. Two objectives exist in this study: understanding project complexity through the main challenges in project implementation and evaluating the impacts of the cultural factors behind them.We propose the multiple case study approach (Eisenhard & Graebner 2007, Yin 2014). The prominence of cultural knowledge in project implementation is difficult to determine, so the research design has exploratory features. Case project A was implemented in Sub- Saharan Africa and Case project B in the Near East. Interviewed managers worked either from distance and only visited the target country periodically or represented the perspective of an operational level manager working in the host country. The main cultural challenges that occurred in the projects are defined by these interviewees.This methodology gives evidence of the main challenges in the two case projects and clarifies the multiplicity of cultural issues in the project context. The importance of thesubject was highlighted and the interviewed managers demonstrated that cultural knowledge can offer benefits. Numerous studies exist concerning the challenges in the project business (Deresky 2014, Turner 1999).The outcomes of the research stressed the uniqueness of projects and the situational need for cultural knowledge. The results highlighted the pervasive nature of culture in the international playing field. Companies are obliged to adjust their operations according to environments with multifaceted requirements. National cultures not only prevail within the borders of geographical areas, but are also reflected in company procedures. Therefore, their overall impact needs to be considered in international projects.

AB - The purpose of this study was to explore the factors through which the project implementation phase could be enhanced by cultural knowledge. The importance of studying this subject is that the exploitation of cultural knowledge (Hofstede & Hofstede 2005, Schwartz 1999, Ng et al. 2006, Hall 1976, Lewis 2006) and competence (Koskinen 2001) is still limited in the constantly increasing project-based business (Turner 1999, Artto et al. 2011, PMBOK 2004) in the international field. Two objectives exist in this study: understanding project complexity through the main challenges in project implementation and evaluating the impacts of the cultural factors behind them.We propose the multiple case study approach (Eisenhard & Graebner 2007, Yin 2014). The prominence of cultural knowledge in project implementation is difficult to determine, so the research design has exploratory features. Case project A was implemented in Sub- Saharan Africa and Case project B in the Near East. Interviewed managers worked either from distance and only visited the target country periodically or represented the perspective of an operational level manager working in the host country. The main cultural challenges that occurred in the projects are defined by these interviewees.This methodology gives evidence of the main challenges in the two case projects and clarifies the multiplicity of cultural issues in the project context. The importance of thesubject was highlighted and the interviewed managers demonstrated that cultural knowledge can offer benefits. Numerous studies exist concerning the challenges in the project business (Deresky 2014, Turner 1999).The outcomes of the research stressed the uniqueness of projects and the situational need for cultural knowledge. The results highlighted the pervasive nature of culture in the international playing field. Companies are obliged to adjust their operations according to environments with multifaceted requirements. National cultures not only prevail within the borders of geographical areas, but are also reflected in company procedures. Therefore, their overall impact needs to be considered in international projects.

KW - Project management

KW - Cultural Knowledge

KW - Project execution

KW - Developing country

KW - Multicultural projects

M3 - Conference contribution

VL - 10

SP - 1085

EP - 1096

BT - 10th International Forum on Knowledge Asset Dynamics, IFKAD 2015, Bari, Italy

PB - IKAM Centro Studi & Ricerche

CY - Bary

ER -