Please use this identifier to cite or link to this item: https://scholarbank.nus.edu.sg/handle/10635/223782
Title: DEALING WITH CULTURAL DIVERSITY IN CONSTRUCTION PROJECT TEAM: ENHANCING TEAM'S PERFORMANCE
Authors: SOH SZE THING
Keywords: Building
PFM
Project and Facilities Management
George Ofori
2013/2014 PFM
Issue Date: 16-Jan-2014
Citation: SOH SZE THING (2014-01-16). DEALING WITH CULTURAL DIVERSITY IN CONSTRUCTION PROJECT TEAM: ENHANCING TEAM'S PERFORMANCE. ScholarBank@NUS Repository.
Abstract: The nature of the global workplace has changed; it has become more diverse by evolving from a monochromic environment into a multicultural environment (Higgins, 1993). This paradigm shift in demographics can be observed in Singapore’s construction industry as well. A multicultural project team is no longer unusual in the construction industry, and it brings along complications due to different cultural understandings and expectations of the individuals. Therefore, this study’s aim is to raise awareness and increase understanding of cultures and cross-cultural conflict in the construction industry in the hope of achieving improvement in team performance. The statistical tests conducted for this study reveal multiple key findings regarding cultural diversity. First, the number of nationalities on a project team is associated with the level of cross-cultural conflicts in the team. Second, it was found that there is a relationship between intercultural sensitivity level and cross-cultural conflict level. Third, power distance is determined as the best predictor for attitude and institutional collectivism as the best predictor for behaviour and trust. Fourth, the proposed team performance model was valid and behaviour and trust are determined as the predictor of multicultural team performance. Fifth, based on the findings from the interviews, collaboration and communication is essential in cross-cultural management. Last, it is important to create a sense of belonging and build an inclusive environment for multicultural project teams to enhance overall team performance. A cross-cultural management framework, Cultural Wheel, was formulated based on the research findings. The essence of this framework is to enhance team performance through the control of the components of the wheel. Furthermore, it is advisable for project managers to cultivate a collectivistic culture (high institutional collectivism) to foster team loyalty and team cohesion among team members. In addition, there are also recommendations made to construction firms in preparing their employees to work in a cross-cultural environment.
URI: https://scholarbank.nus.edu.sg/handle/10635/223782
Appears in Collections:Bachelor's Theses

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