Skip to main content

Introduction to Intercultural Project Customer Engagement

  • Chapter
  • First Online:
Engagement of Intercultural Project Customers

Part of the book series: Contributions to Management Science ((MANAGEMENT SC.))

  • 429 Accesses

Abstract

Since project success depends ultimately on the project customer and the project customer is ever more likely to come from other cultures, it is indispensable to engage these project customers across cultural boundaries. The first chapter establishes this problem and describes the approach of this study.

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

Chapter
USD 29.95
Price excludes VAT (USA)
  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever
eBook
USD 84.99
Price excludes VAT (USA)
  • Available as EPUB and PDF
  • Read on any device
  • Instant download
  • Own it forever
Softcover Book
USD 109.99
Price excludes VAT (USA)
  • Compact, lightweight edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info
Hardcover Book
USD 109.99
Price excludes VAT (USA)
  • Durable hardcover edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info

Tax calculation will be finalised at checkout

Purchases are for personal use only

Institutional subscriptions

Bibliography

  • Anantatmula, V., & Thomas, M. (2010). Managing global projects: A structured approach for better performance. Project Management Journal, 41(2), 60–72. https://doi.org/10.1002/pmj.20168

    Article  Google Scholar 

  • Ang, S., & Van Dyne, L. (2008). Conceptualization of cultural intelligence – Definition, distinctiveness, and Nomological network. In S. Ang & L. Van Dyne (Eds.), Handbook of cultural intelligence: Theory, measurement, and applications (1st ed., pp. 3–15). London: M.E. Sharpe.

    Google Scholar 

  • Beck, K., Beedle, M., van Bennekum, A., Cockburn, A., Cunningham, W., Fowler, M., … Thomas, D. (2001). Manifesto for agile software development. Retrieved November 26, 2016, from http://agilemanifesto.org/

  • Binder, J. (2007). Global project management – Communication, collaboration and management across borders (1st ed.). Farnham: Gower Publishing Limited.

    Google Scholar 

  • Birks, M., & Mills, J. (2015). Grounded theory – A practical guide (2nd ed.). London: Sage.

    Google Scholar 

  • Bryman, A., & Bell, E. (2011). Business research methods (3rd ed.). Oxford: Oxford University Press.

    Google Scholar 

  • Chen, P., & Partington, D. (2004). An interpretive comparison of Chinese and Western conceptions of relationships in construction project management work. International Journal of Project Management, 22(5), 397–406. https://doi.org/10.1016/j.ijproman.2003.09.005

    Article  Google Scholar 

  • Deardorff, D. K. (2006). Identification and assessment of intercultural competence as a student outcome of internationalization. Journal of Studies in International Education, 10(3), 241–266. https://doi.org/10.1177/1028315306287002

    Article  Google Scholar 

  • Grisham, T. (2009). The Delphi technique: A method for testing complex and multifaceted topics the Delphi technique: A method for testing complex and multifaceted topics. International Journal of Managing Projects in Business, 2(1), 112–130. https://doi.org/10.1108/17538370910930545

    Article  Google Scholar 

  • Grisham, T. W. (2010). International Project Management – Leadership in complex environments (1st ed.). Hoboken, NJ: Wiley.

    Google Scholar 

  • Ika, L. A. (2012). Project management for development in Africa: Why projects are failing and what can be done about it. Project Management Journal, 43(4), 27–41. https://doi.org/10.1002/pmj.21281

    Article  Google Scholar 

  • Kerzner, H. (2013). Project management: A systems approach to planning, scheduling, and controlling (11th ed.). Hoboken, NJ: Wiley.

    Google Scholar 

  • Köster, K. (2010). International project management (1st ed.). London: Sage.

    Book  Google Scholar 

  • Kupla, B. (2008). Creation of an instrument to assess intercultural communication competence for strategic international human resource management. University of Otago, New Zealand. Retrieved from https://ourarchive.otago.ac.nz/handle/10523/163

  • Liu, J., Meng, F., & Fellows, R. (2015). An exploratory study of understanding project risk management from the perspective of national culture. International Journal of Project Management, 33(3), 564–575. https://doi.org/10.1016/j.ijproman.2014.08.004

    Article  Google Scholar 

  • Lückmann, P. (2015). Towards identifying success factors for cross-cultural project customer engagement: A literature review. Procedia Computer Science, 64, 324–333. https://doi.org/10.1016/j.procs.2015.08.496

    Article  Google Scholar 

  • Lückmann, P., & Färber, K. (2016). The impact of cultural differences on project stakeholder engagement: A review of case study research in international project management. Procedia Computer Science, 100, 85–94. https://doi.org/10.1016/j.procs.2016.09.127

    Article  Google Scholar 

  • Lückmann, P., & Laumann, M. (2016). How national culture impacts the success of project customer engagement: An empirical investigation. Procedia Computer Science, 100, 95–102. https://doi.org/10.1016/j.procs.2016.09.128

    Article  Google Scholar 

  • Mayring, P. (2015). Qualitative Inhaltsanalyse – Grundlagen und Techniken (12th ed.). Weinheim: Beltz Verlag.

    Google Scholar 

  • Muriithi, N., & Crawford, L. (2003). Approaches to project management in Africa: Implications for international development projects. International Journal of Project Management, 21(5), 309–319. https://doi.org/10.1016/S0263-7863(02)00048-0

    Article  Google Scholar 

  • Plum, E. (2008). CI – Cultural intelligence the art of leading cultural complexity (1st ed.). London: Middlesex University Press.

    Google Scholar 

  • PMI. (2013). A guide to the project management body of knowledge (PMBOK guide) (5th ed.). Newton Square, PA: Project Management Institute Inc.

    Google Scholar 

  • Rubin, K. S. (2013). Essential scrum, a practical guide to the Most popular agile process (1st ed.). Upper Saddle River, NJ: Addison-Weseley.

    Google Scholar 

  • Saldaña, J. (2016). The coding manual for qualitative researchers (3rd ed.). London: Sage.

    Google Scholar 

  • Spitzberg, B. H., & Changnon, G. (2009). Conceptualizing intercultural competence. In D. K. Deardorff (Ed.), The SAGE handbook of intercultural competence (1st ed., pp. 2–52). Thousand Oaks, CA: Sage.

    Google Scholar 

  • Turner, R. (2014a). International projects. In R. Turner (Ed.), Gower handbook of project management (5th ed., pp. 304–313). Farnham: Gower Publishing Limited.

    Google Scholar 

  • Turner, R. (2014b). Projects and their management. In R. Turner (Ed.), Gower handbook of project management (5th ed., pp. 19–34). Farnham: Gower Publishing Limited.

    Google Scholar 

  • White, K. R. J. (2014). Agile project management. In P. C. Dinsmore & J. Cabanis-Brewin (Eds.), The AMA handbook of project management (4th ed., pp. 441–449). New York: AMACOM American Management Association.

    Google Scholar 

  • Wysocki, R. K. (2014). Effective project management – Traditional, agile, extreme (7th ed.). Hoboken, NJ: Wiley.

    Google Scholar 

  • Zwikael, O., Shimizu, K., & Globerson, S. (2005). Cultural differences in project management capabilities: A field study. International Journal of Project Management, 23(6), 454–462. https://doi.org/10.1016/j.ijproman.2005.04.003

    Article  Google Scholar 

Download references

Author information

Authors and Affiliations

Authors

Rights and permissions

Reprints and permissions

Copyright information

© 2020 Springer Nature Switzerland AG

About this chapter

Check for updates. Verify currency and authenticity via CrossMark

Cite this chapter

Lückmann, P. (2020). Introduction to Intercultural Project Customer Engagement. In: Engagement of Intercultural Project Customers. Contributions to Management Science. Springer, Cham. https://doi.org/10.1007/978-3-030-39485-1_1

Download citation

Publish with us

Policies and ethics