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Comet, C (2009) Social capital and profits of small firms in the French construction industry. Construction Management and Economics, 27(04), 411–8.
El-Sayegh, S M (2009) Multi-criteria decision support model for selecting the appropriate construction management at risk firm. Construction Management and Economics, 27(04), 385–98.
Li, H, Lu, W and Huang, T (2009) Rethinking project management and exploring virtual design and construction as a potential solution. Construction Management and Economics, 27(04), 363–71.
Lingard, H C, Cooke, T and Blismas, N (2009) Group-level safety climate in the Australian construction industry: within-group homogeneity and between-group differences in road construction and maintenance. Construction Management and Economics, 27(04), 419–32.
Liu, J and Cheah, C Y J (2009) Real option application in PPP/PFI project negotiation. Construction Management and Economics, 27(04), 331–42.
Manoliadis, O G, Pantouvakis, J-P and Christodoulou, S E (2009) Improving qualifications-based selection by use of the fuzzy Delphi method. Construction Management and Economics, 27(04), 373–84.
Smyth, H and Fitch, T (2009) Application of relationship marketing and management: a large contractor case study. Construction Management and Economics, 27(04), 399–410.
Tone, K, Skitmore, M and Wong, J K W (2009) An investigation of the impact of cross-cultural communication on the management of construction projects in Samoa. Construction Management and Economics, 27(04), 343–61.
- Type: Journal Article
- Keywords: communication; culture; international project; project management; Samoa
- ISBN/ISSN: 0144-6193
- URL: https://doi.org/10.1080/01446190902748713
- Abstract:
Communication problems have emerged as one of the most significant contemporary challenges facing construction project managers in an increasingly international construction market. However, little research has investigated the impact of cross-cultural communication (CCC) on management systems in this context. The key problems of CCC and their impact for construction project management systems in Samoa are investigated via a questionnaire survey of 41 project managers to solicit their views and experiences concerning the impact of human and cultural influences on project management and CCC evaluation processes in Samoa. Also provided are the results of a series of interviews with 32 practitioners and key stakeholders concerning the key barriers to effective communication, and suggested strategies and proactive measures for improving the CCC in Samoa. The findings highlight the need for cultural sensitivity when designing an inter-organizational communication strategy for the management of international projects. An organization also needs to have a global perspective if it is involved in the international construction market, and be willing to modify communication strategies that are appropriate within the context of host cultures. A strong link is established between changes in perspectives as a result of experiences and the impact of CCC on project management systems.