The IRMA Community
Newsletters
Research IRM
Click a keyword to search titles using our InfoSci-OnDemand powered search:
|
Managing Distributed Projects Across Cultures
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.
Related Content
Christian Rainero, Giuseppe Modarelli.
© 2025.
26 pages.
|
Beatriz Maria Simões Ramos da Silva, Vicente Aguilar Nepomuceno de Oliveira, Jorge Magalhães.
© 2025.
21 pages.
|
Ann Armstrong, Albert J. Gale.
© 2025.
19 pages.
|
Zhi Quan, Yueyi Zhang.
© 2025.
21 pages.
|
Sanaz Adibian.
© 2025.
19 pages.
|
Le Ngoc Quang, Kulthida Tuamsuk.
© 2025.
21 pages.
|
Jorge Lima de Magalhães, Carla Cristina de Freitas da Silveira, Tatiana Aragão Figueiredo, Felipe Gilio Guzzo.
© 2025.
17 pages.
|
|
|