The Management of Distributed Projects Across Cultures

The Management of Distributed Projects Across Cultures

Roberto Evaristo
Copyright: © 2003 |Pages: 13
DOI: 10.4018/jgim.2003100104
OnDemand:
(Individual Articles)
Available
$37.50
Current Special Offers
No Current Special Offers
TOTAL SAVINGS: $37.50

Abstract

A model of cross-cultural distributed project management is proposed. The model is based on recent theoretical developments regarding trust and team processes, and suggests that trust relates to cultural differences between distributed members. Trust affects project performance in two key ways: through the traditional view of main effects on performance, and via moderating effects on other determinants of performance in distributed projects. We also use a task characteristics categorization, together with several mini-case studies, to create a set of guidelines for best practices for management of cross-cultural distributed projects.

Complete Article List

Search this Journal:
Reset
Volume 32: 1 Issue (2024)
Volume 31: 9 Issues (2023)
Volume 30: 12 Issues (2022)
Volume 29: 6 Issues (2021)
Volume 28: 4 Issues (2020)
Volume 27: 4 Issues (2019)
Volume 26: 4 Issues (2018)
Volume 25: 4 Issues (2017)
Volume 24: 4 Issues (2016)
Volume 23: 4 Issues (2015)
Volume 22: 4 Issues (2014)
Volume 21: 4 Issues (2013)
Volume 20: 4 Issues (2012)
Volume 19: 4 Issues (2011)
Volume 18: 4 Issues (2010)
Volume 17: 4 Issues (2009)
Volume 16: 4 Issues (2008)
Volume 15: 4 Issues (2007)
Volume 14: 4 Issues (2006)
Volume 13: 4 Issues (2005)
Volume 12: 4 Issues (2004)
Volume 11: 4 Issues (2003)
Volume 10: 4 Issues (2002)
Volume 9: 4 Issues (2001)
Volume 8: 4 Issues (2000)
Volume 7: 4 Issues (1999)
Volume 6: 4 Issues (1998)
Volume 5: 4 Issues (1997)
Volume 4: 4 Issues (1996)
Volume 3: 4 Issues (1995)
Volume 2: 4 Issues (1994)
Volume 1: 4 Issues (1993)
View Complete Journal Contents Listing