Please use this identifier to cite or link to this item: https://doi.org/10.1016/S0263-7863(99)00027-7
Title: Cross-cultural project management for international construction in China
Authors: Pheng, L.S. 
Leong, C.H.Y. 
Keywords: China
Construction
Culture
International
Project management
Issue Date: 2000
Source: Pheng, L.S.,Leong, C.H.Y. (2000). Cross-cultural project management for international construction in China. International Journal of Project Management 18 (5) : 307-316. ScholarBank@NUS Repository. https://doi.org/10.1016/S0263-7863(99)00027-7
Abstract: The need to recognise and manage other cultures is an important component in this era of globalisation. With China poised to take on a more dominant role in the world economy, there is a pressing need to understand the Chinese style of management. Likewise, foreign project managers who deal with construction projects in China should be fluent in cross-cultural management. This paper examines key concepts in cross-cultural management as well as key functions in construction project management with specific reference to China. A real life case study of the New Chinese Hotel project in China will be presented to show how the interaction between cross-cultural management and construction project management can affect the outcome of a project. Lessons on the Chinese style of management will be drawn from the case study for international construction firms. (C) 2000 Elsevier Science Ltd and IPMA. All rights reserved.
Source Title: International Journal of Project Management
URI: http://scholarbank.nus.edu.sg/handle/10635/46405
ISSN: 02637863
DOI: 10.1016/S0263-7863(99)00027-7
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