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Implications of Cultural Differences in International Projects
Abstract
This research sets out to identify cultural factors that may need to be addressed in order to increase the chances of international IT project success. The management of projects across national boundaries and cultures is becoming an increasingly important topic as organizations throughout the world expand their globalization efforts. Using a case study example of a failed IT project conducted in Taiwan by an Australian project team, the issue of how national cultural differences contributed to this failure is used as the foundation for identifying how cultural differences might affect other international IT projects. Feedback from local students in a United Arab Emirates national university MIS project management course is analyzed and interpreted in an attempt to identify what cultural differences are likely to affect the management of projects in the Middle East region in particular and across national boundaries generally.
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