A Study of a Federally Funded Project between Higher-Ed Institutions in the U.S. and Pakistan: An Intercultural Academic Project Management

A Study of a Federally Funded Project between Higher-Ed Institutions in the U.S. and Pakistan: An Intercultural Academic Project Management

Anirban Ray (University of North Carolina Wilmington, Wilmington, NC, USA), Colleen A. Reilly (University of North Carolina Wilmington, Wilmington, NC, USA) and Jeremy W. Tirrell (University of North Carolina Wilmington, Wilmington, NC, USA)
DOI: 10.4018/IJSKD.2015040103
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Abstract

The study explores the technical and intercultural challenges involved in a Department of State (DoS)-funded collaborative research project between a Mid-Sized Regional Public University in the U.S. and an International Research Institution in Pakistan. The collaborative research project on which the study is based is particularly significant as the groups from each institution face the central communication challenges that are the hallmark of distributed teams, namely physical separation, multiple organizations, and different time zones. This manuscript highlights the importance of intercultural factors in shaping the institutional relationships and examines expectations for collective responsibility in the given context.
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Review Of Relevevant Pm Research

PM has emerged as a conscious choice to administer complex organizational systems from conception to completion involving social, cultural, and technological factors. Defined by Turner (1996) as “the art and science of converting vision into reality,” PM’s impact on the global economy can be estimated from World Bank data compiled in 2009, which show that 22% of gross capital formation resulting from the USD48 trillion of global gross domestic product (GDP) involved projects (Bredillet, 2010). Interestingly, PM’s starting point was far removed from a global implication of this magnitude.

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