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|Title:||Cross-cultural project management for international construction in China|
|Authors:||Pheng, L.S. |
|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|
|Appears in Collections:||Staff Publications|
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