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Conflict-resolving behaviour of project managers in international projects: A culture-based comparative study

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  • Wang, Nannan
  • Jiang, Dongdong
  • Pretorius, Leon

Abstract

The cultural issue is obtaining more and more consideration in international project management and the risky nature of international projects reinforces this consideration. Conflict-resolving behaviour is one of the cultural behaviours that can affect project success. This paper addresses comparative research between Chinese and South African project managers in their conflict-resolving behaviour, as regards certain project activities relating to international projects. The results show that the differences between the conflict-resolving behaviours of the two groups are significant, in terms of project communication, negotiation and conflict-resolution activities. This research will fill a gap in the cross-cultural conflict resolving behaviour comparison study of the international project management arena. The results and suggestions should assist practitioners and researchers involved in international R&D and technologic project management to improve their skills in communication, collaboration and staff training.

Suggested Citation

  • Wang, Nannan & Jiang, Dongdong & Pretorius, Leon, 2016. "Conflict-resolving behaviour of project managers in international projects: A culture-based comparative study," Technology in Society, Elsevier, vol. 47(C), pages 140-147.
    • Handle: RePEc:eee:teinso:v:47:y:2016:i:c:p:140-147
    DOI: 10.1016/j.techsoc.2016.07.004
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    References listed on IDEAS

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    Cited by:

    1. Nannan Wang & Guobin Wu, 2020. "A Systematic Approach to Effective Conflict Management for Program," SAGE Open, , vol. 10(1), pages 21582440198, January.

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