Cultural competence – a success factor in NGO projects?

Cultural competence – a success factor in NGO projects? Purpose– The purpose of this paper is to investigate the impact of cultural competence on the ability of project managers to lead international development projects successfully. Design/methodology/approach– An empirical qualitative research was applied and a case study approach was chosen. In this case, the researcher followed an international project manager amongst the Maasai people in Kenya for six weeks. In addition to field observations, this study conducted 12 in-debt interviews and arranged several informal focus groups to discuss observed issues cross-culturally. Findings– Findings indicate that the cultural competence supports a process that might increase the awareness and knowledge of contextual factors that can improve the project managers’ ability to establish relationships, communicate and approach challenges and opportunities more effectively. Originality/value– There is very little research on the issue of multi-culturalism in the non-government development project environment. The outcome of this research is expected to stimulate further interest in the subject and encourage far-reaching research, which can provide a reliable future guide for PM’s and other decision makers in international non-government development projects. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Built Environment Project and Asset Management Emerald Publishing

Cultural competence – a success factor in NGO projects?

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Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
2044-124X
DOI
10.1108/BEPAM-08-2014-0038
Publisher site
See Article on Publisher Site

Abstract

Purpose– The purpose of this paper is to investigate the impact of cultural competence on the ability of project managers to lead international development projects successfully. Design/methodology/approach– An empirical qualitative research was applied and a case study approach was chosen. In this case, the researcher followed an international project manager amongst the Maasai people in Kenya for six weeks. In addition to field observations, this study conducted 12 in-debt interviews and arranged several informal focus groups to discuss observed issues cross-culturally. Findings– Findings indicate that the cultural competence supports a process that might increase the awareness and knowledge of contextual factors that can improve the project managers’ ability to establish relationships, communicate and approach challenges and opportunities more effectively. Originality/value– There is very little research on the issue of multi-culturalism in the non-government development project environment. The outcome of this research is expected to stimulate further interest in the subject and encourage far-reaching research, which can provide a reliable future guide for PM’s and other decision makers in international non-government development projects.

Journal

Built Environment Project and Asset ManagementEmerald Publishing

Published: May 3, 2016

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