Group 2.961603 黃品鈞 961611 張碩富961615 賴俊憲 961618 陳聖祥961620 張孟軒 961622 邱鼎翔961628 趙子安 961636 楊睿忻961640 鄭竹均 951745 黃彥霖

出處 : C. Bredillet et al /International Journal of Project Management 28(2010) 183-193

951745 黃彥霖

Abstract & Introduction

Abstract The topic of culture has received increasing attention in the

management literature in general during the last decades and in the project management literature in particular during the last few years

The globalization of businesses and worldwide International organizations collaborations drives this interest in the national culture to increase more and more.

Based on Hofstede national culture framework, the study hypothesizes and tests the impact of the culture and development of the country on the project management deployment.

The results show the relations between various national culture dimensions and development indicator on the project management deployment levels of the considered countries.

1.Introduction • The project management discipline is undergoing important

growth worldwide and continues its advancement.– Growing recognition of

• Professional bodies • Industries• Governments • Academics

• PM advancement– which describes and analyzes the PM theoretical and

practical knowledge.• PM deployment

– which describes and analyses the size of the human resources involvement and indicates the acceptance and adoption of the PM discipline by the individuals and groups. This aspect is the focus of this paper.

1.Introduction(cont.)

Hofstede stressed on the relation between the project management theories and practices and the culture concept: “a management technique or philosophy that is appropriate in one national culture is not necessarily appropriate in another”

As the management activity is made by people who are very much influenced by their values and beliefs, no management activity can be “culture-free”.

Culture is linked to the behaviour in organizations and to the management differences. (House et al., 1997)

1.Introduction(cont.) An empirical study presented by Muller and Turner (2004)

the influence of Hofstede’s cultural dimensions on the communication preferences between the project owners and project managers.

Archibald (1991) stated that the international project management practices and the related formalization require significant adjustments in attitudes that affect the organization and the project teams. The cultural factors create barriers to these required changes and need substantial effort to overcome or mitigate.

“Differences in national cultures call for differences in management practices”, and could create serious barriers to the deployment of project management. (Newman and Nollen, 1996, p. 1)

1.Introduction(cont.) Wang and Liu (2007) presented the opposition to full project

management deployment from China case by emphasizing on the need for an organization to adopt the PM approach along with the development of shared cultural values compliant with the country’s national culture.

1.Introduction(cont.)

The literature involving directly the culture concept and project management deployment is scarce.

But the crosscultural studies addressing the issues of management, business and international business, globalization, organizations, team behaving, leadership, communication, and other fields indirectly connected to project management discipline do exist abundantly.

They provide supporting evidence of the possible impact of the culture on project management deployment.

961615 賴俊憲

2.Hofstede’s cultural dimension

2.Hofstede’s cultural dimension

Culture is a the collective programming of the mind which distinguishes the members of one human group from another.

Four cultural dimensions ：Power distance( 權力距離 ) Individualism-collectivism( 個人主義與集體主義 )Masculinity-femininity( 男性氣質與女性氣質 )Uncertainty avoidance( 不確定性規避 )Growth domestic production( 國內生產總值 )

2.Geert Hofstede's main idea and contribution

Geert Hofstede analyzed a large data base of employee

values scores collected by IBM between 1967 and 1973

covering more than 70 countries, from which he first used

the 40 largest only and afterwards extended the analysis to

50 countries and 3 regions. In the editions of GH‘s work

since 2001, scores are listed for 74 countries and regions,

partly based on replications and extensions of the IBM study

on different international populations.

Subsequent studies validating the earlier

results have included commercial airline pilots

and students in 23 countries, civil service

managers in 14 counties, ‘up-market‘

consumers in 15 countries and ‘elites‘ in 19

countries.

2.Geert Hofstede's main idea and contribution

From the initial results, and later additions,

Hofstede developed a model that identifies four

primary Dimensions to assist in differentiating

cultures: Power Distance - PDI, Individualism

- IDV, Masculinity - MAS, and Uncertainty

Avoidance - UAI.

2.Geert Hofstede's main idea and contribution

The fifth dimension ：Geert Hofstede added a fifth Dimension after

conducting an additional international study with a survey instrument developed with Chinese employees and managers.

That Dimension, based on Confucian dynamism, is Long-Term Orientation - LTO and was applied to 23 countries.

2.Geert Hofstede's main idea and contribution

2.1Power distance The extent to which the less powerful members of

institutions and organizations within a country expect and accept that power is distributed unequally.

一個社會對組織機構中權力分配不平等的情況所能接受的程度。

Based on fairly decentralized structure favouring high project manager’s authority and control over budget and resources.

PM is expected to deployed in small Power distance.

Hypothesis H1 ： The PM deployment is negatively related to the power distance of a country.

961618 陳聖祥

2.2Individualism-collectivism

2.2Individualism-collectivism

The degree to which individuals are integrated into groups

個人對於人際關係 ( 他們所屬的家庭或組織 ) 的認同與重視程度。 The Individualism pertains to societies is that everyone is expected to

look after himself or herself and his or her immediate family.

The collectivism pertain to societies is that people wish the groups which they stay will protect them in the whole life and people will be loyal to the groups.

Hypothesis H2 ： The PM deployment is positively related to the individualism of a country.

2.3Masculinity-femininity

The distribution of emotional roles between the genders

A society is called masculine when emotional gender roles are clearly distinct ： man are supposed to be assertive( 武斷的 ), tough whereas women are supposed to be more modest( 謙虛的 )

A society is called feminine when emotional gender roles overlap ： both man and women are supposed to be modest, tender and concerned with quality of life.

Hypothesis H3 ： The PM deployment is not related to masculinity/femininity of a country.

2.4Uncertainty avoidance

The extent to which the members of a culture feel threatened by ambiguous or unknown situations.

一個社會對不確定和模糊局勢所感受到的威脅程度。

Such as reservation of extra budget added to the project budget.

Hypothesis H4 ： The PM deployment is negatively related to the uncertainty avoidance of a country.

2.5Growth domestic production/Capita

The main goal of using GDP/Capita is to control the possible correlations between the culture dimensions as we’ve explained above.

There are many additional factors will affect the PM deployment of a country, such as the economical, technological, educational and other national characteristics.

Hypothesis H5 ： The PM deployment is positively related to the GDP/Capita

3. Research design

961622 邱鼎翔

3. Research design

Graphical view of the proposed Hypotheses for any set of the considered countries.

3.0 Six variables – The project management deployment index

(PMDI). (dependent variable)

– The four national culture dimensions of Hofstede: power distance (PDI) individuality (IDV) masculinity(MAS) uncertainty avoidance (UAI) (independent variables)

– The GDP/Capita (independent variable)

3.0 The three sets of selected countries

– All the selected countries presented in Table 1 (74 countries).

– The group of (40) forty countries entitled Low-GDPgroup having a GDP/Capita less than 21,000 US$

(which is the GDP/Capita mean of the set of all countries.

See Table 3).

– The group of (34) thirty-four countries entitled High-

GDP group and having a GDP/Capita more or equal than 21,000 US$.

3. Research design (Table 1)

3.1. PMDI

PMDI (Project management deployment index) is the number of people having a professional credential in project management in a given country, divided by the total population of that country.

公式 :

3.1 PMDIAnd how can PMDI help us improve and understand project management? It‘s a realistic depiction of how project

management methods could be used now and in the future.

Usually it's coordinated with GDP development, so it can help professional bodies , for example, see where to focus development to meet the expected needs of the profession.

3.1 PMDIWhat are the most important lessons project managers can glean from the PMDI scores?

For one thing, project managers looking for a job can focus on countries where the needs are huge. And I think the index could help professional bodies to focus on where the needs are really important.

961628 趙子安

3.2. Data collection

3.2. Data collection

The number of certified PMs from the PMI and the IPMAPMI(Project Management Institute,2007)

•PMP

IPMA(International Project Management Association,2007)

• Four levels includes:A,B,C,D

3.2. Data collection

The cumulative number of certified individuals in this study amounts to 325000 project management credentials

The datas in table1 are collected from US Census Bureau ( 美國戶籍普查暑 2008)

3.2. Data collection (table 1)

3.2. Data collection

The datas in GDP/Capita are collected from IMF (International Monetary Fund 國際貨幣基金組織 ,2007)

The score of the four culture dimentions are collected from the Hofstede and Hofstede (2005 ,P.43 ,78,120,168)

3.3. Data treatment tools

SPSS(Statistics Package for the Social Sciences) 此研究論文所用到的統計方法例如 :

•The Hypotheses test•The partial correlation•The stepwise linear regression

此論文所呈現的報表皆是利用以上方法以及 SPSS 執行的結果

3.3. Data treatment tools (SPSS)

3.3. Data treatment tools (SPSS)

3.4. Samples selection

Seventy-four countries are selected for the study based only on the availability of Hofstede’s national culture scores for all of them.

The availability or not of the PMI and/or IPMA figures has not been a selection criteria of the considered countries.

4.1.1 Descriptive statistics

961640 鄭竹均

4.1.1. Descriptive statistics

Table 2 gives a summary of the project management deployment PMDI distribution among the considered countries.

Table 2 shows the non uniformity of this distribution across various nations.

4.1.1

More than 32% (24 countries) record a PMDI less than 10, more than 70% (53 countries) recorded a PMDI less than 100, while 21 countries only recorded a PMDI higher than 100 with 3 countries recoding a very high PMDI score of more than 500.

4.1.1. Continues

Table 3 shows the basic descriptive statistics (mean and standard deviation) of the studied variables, while Table 4 present the correlation coefficients of these variables.

4.1.1. Continues

4.1.2. Correlation coefficient analysis

4.1.2. Supplement

The results displayed in Table 4 confirm our five hypotheses as expected in the context of the set of all considered countries:

1. The project management is better deployed in countries having low power distance ( PDI ) (with negative significant correlation), individualism ( UAI ) (positive significant correlation), and low uncertainty avoidance ( IDV ) (negative significant correlation) scores.

2. The project management deployment is not impacted by the masculinity/femininity dimension ( MAS ).

3. The project management is better deployed in countries having higher GDP/Capita (positive significant correlation).

4.1.2. Continues

961603 黃品鈞

4.1.3. Partial correlation and stepwise linear regression

4.1.3. The result of the new correlation coefficients is presented in Table 5.

4.1.3. Table 5 clearly shows the important decrease of the correlationcoefficient (with non significance) between the individualismIDV and the PMDI eliminating the IDV dimension from being on the list of significantly correlated national culture dimensions with PMDI.

4.1.3.

In order to eliminate these inter-correlation between the culture dimensions (as suggested by Hofstede (2001, p. 62)) .

We have proceeded with a stepwise linear regression model built with the data of our six (6) variables including PMDI as the dependent variable, the national culture variables (PDI, IDV, UAI, MAS) and the GPD/Capita as the independent variables.

4.1.3. Hierarchical regression

The independent variables to deal with a stratified, multi-step carried out by multiple regression analysis.

A multi-level analysis of integrated strategies, both statistical decision theory of decision variables and the selection process.

Independent variables, grouped according to the needs of researchers or theoretical concepts are divided into different blocks (block), then follow the model of a particular input sequence

4.1.3. Theoretical sets

Various group decision theory point of view is based on the combination.

Functional sets

District group's decision is based on the function and nature of independent variables .For example, a combination of demographic, social and economic status of the financial indicator.

4.1.3. Time-series sets

District group's decision is based on studying point, the earlier entrants, that is to influence others "cause", the later of the affected was a “result “.

Structural sets

Refers to a combination of independent variables is based on the relation between the variables.

4.1.3.

How-to

District group independent variable can be only one or more variables.

Multivariate district group, the variables in the simultaneous equation method or methods can be stepwise.

4.1.3. The regression model resulted is summarized in Table 6.

It does reject the two national culture dimensions variables IDV (for multi-colinearity reason as explained here above) and MAS (for non significant correlation at the zero-order correlation level).

Y=a + b1x1+b2x2+b3x3

Y=PMDI

a= Constant = 284.46

b1 = 0.004 , x1 = GDP/Capita

b2 = -2.156 , x2 = UAI

b3 = -1.931 , x3 = PDI

4.1.3. PMDI (country, year) is the resulting PMDI score for the considered “country” at the time “year” .

GDP/Capita (country, year) is the GDP based on purchasing-power-parity (PPP) per capita in US$ for the considered “country” at the time “year”.

UAI is the uncertainty avoidance index score for the considered“country” at the time “year”.

PDIis the power distance index score for the considered “country” at the time “year”.

4.1.3.

The resulting model explains statistically

( F = 23.25 with significance of p = .000 at .01 level ) The variation in the PMDI for about 48% (Adjusted R2 = 0.478).

The model enhances our estimation error from 161.59 (see Std. deviation of PMDI in Table 3) to 116.78 (see Std. error in Table 6).

4.1.3. The model enhances our estimation error from 161.59 (see Std. deviation of PMDI in Table 3) to 116.78 (see Std. error in Table 6).

4.1.4. Findings and discussions

961636 楊睿忻

4.1.4. Findings and discussions

Finding 1: Considering all countries (whatever their GDP/Capita scores are): The project management is better deployed in countries having low power distance and low uncertainty avoidance scores. The project management deployment is not impacted by the individualism and the masculinity/femininity dimensions. ( 最適當開發 在低 PD 低 UAI)

4.1.4 Finding1 Continues

The GDP/Capita shows a positive standardized regression coefficient of 0.387 offering important evidence on the influence of the good wealth of the country on the project management deployment

(GDP 正相關係數 )

4.1.4 Finding2

Finding 2: Considering all countries (whatever their GDP/Capita scores are): The project management is better deployed in countries having higher national GDP/Capita.

( 國內生產總值 The countries having High-GDP/Capita with low

uncertainty avoidance and low power distance are expected to welcome the project management deployment whatever their masculinity or individualism dimension scores

4.1.4 PMDI

Countries with PMDI greater than 100: Switzerland French, South Korea, Taiwan, Japan and UAE, all having High-GDP/Capita which supports their high PMDI scores except for Switzerland French which needs more analysis as for the reasons of having PMDI = 405.71 with a GPD/Capita = 14,207 US$.

4.1.4 PMDI CONTINUES

Countries with PMDI between 20 and 99: Brazil, Uruguay, Belgium Walloon, Croatia, Poland, Saudi Arabia, Slovakia, Kuwait, Belgium Flemish, Portugal, Czech Republic, Slovenia, Spain, and France all supported by a moderate GDP/Capita between 10,000 US$ and 33,000 US$

4.1.4 PMDI Continues

Countries with PMDI less than 20: Nigeria, Bangladesh, Pakistan, Guatemala, Ecuador, Egypt, Lebanon, Morocco, Serbia, Peru, Venezuela, Colombia, Iran, Panama, Thailand, Turkey, Bulgaria, Romania, Mexico, Russia, Chile, Libya, Malta and Greece, all having relatively low-GDP/Capita of less than 14,000 US$ except for Malta and Greece which need more analysis to understand better their low PMDI scores

4-2 & 4-3 Graphical summary view of the results – 3 sets of countries

961611 張碩富

4-2 Set of High-GDP and Low-GDP/Capita countries

Formulate: The mean GDP/Capita values of the selected 74 countries amounts 21,000US$ High-GDP countries (having GDP/Capita greater than 21,000 US$) Low-GDP countries (having GDP/Capita less than 21,000 US$)

In High-GDP countries: The project management is better deployed in countries having low power distance and low uncertainty avoidance scores. The project management deployment is not impacted by the Individualism and the masculinity/femininity Dimensions.

In Low-GDP countries : The project management is better deployed in countries having high individualism scores. The project management deployment is not impacted by the power distance, uncertainty avoidance and the masculinity/femininity dimensions.

TABLE 1

The mean GDP/Capita values of the selected74 countries amounts 21,000US$

High-GDP countries ---(having GDP/Capita greater than 21,000 US$) So there are 34 sets of countries

Low-GDP countries ---(having GDP/Capita less than 21,000 US$)So there are 40 sets of countries

TABLE 2相關係數 :

4-2 & 4-3 Graphical summary view of the results – 3 sets of countries.

In High-GDP countries:--- low power distance --- low uncertainty avoidance scores

In Low-GDP countries :---having high individualism scores

looking for---Innovations---New technologies---new management approaches.

Could the third level of cultural occur?

5.Conclusions

961620 張孟軒

This paper provided empirical evidence showing the impact of national culture on the PM deployment in the considered 74 countries.

The key findings show that :

– The PM deployment is

Negatively correlatedNegatively correlated with the power distance and uncertainty avoidance .

Not correlated Not correlated with the individuality or masculinity dimensions.

Positively correlated Positively correlated with the GDP/Capita.

5.Conclusions

Furthermore , in-depth analysis of 2 groups of the considered countries (High GDP and Low GDP) provided better view of the impact of the national culture dimensions on the PM deployment .

High GDP countries : Group of countries having their GDP/Capita greater than 21,000 US $ .

Low GDP countries : Group of countries having their GDP/Capita less than 21,000 US $ .

5.Conclusions

In High-GDP countries : negatively correlated to the power distance and uncertainty avoidance dimensions.

In Low-GDP countries : positively correlated to the individualism dimension.

The separation between the High-GDP and Low-GPP countries shows a different cultural reaction to the PM deployment depending on the economical situation of the country.

5.Conclusions

The Low-GDP countries are looking for innovations, new technologies and new management approaches .The Individuality dimension seems to be the only supportive cultural dimension that assists the country in its PM deployment.

While, within the High-GDP countries, the power distance PDI and uncertainty avoidance UAI dimensions are the supportive culturaldimensions for the PM deployment.

5.Conclusions

Our findings provide evidences that national culture in both High and Low-GDP countries impact differently the PM development.

Depending on the targeted country (region or group), we should take into consideration the correct cultural dimension to consider involving PM deployment.

5.Conclusions