Multi-National Project Team Communications

Multinational project teams' communication satisfaction are reported to be influenced by the project team's cultural attribute of power distance. After conducting an in depth topical research subsequent data analysis combined descriptive statistical analysis, graphical analysis, cluster analysis, and content analysis techniques this research derived a theoretical construct of multi-national project team communications and the individual's power distance culture attribute interactions. Specifically it is concluded that individual project team members' culture indexes did not reflect the extreme diversity earlier research indicated would be present. These findings and supporting published literature data generated the theoretical construct that experienced, multi-national, project teams' exhibit a middle to low power distance cultural attribute with satisfactory project team communication. The findings also indicate that there is a positive relationship between the project team power distance index and project team communication satisfaction rating.

Autorentext

Morgan Henrie, PhD, PMP is President of MH Consulting, Inc. a Project/Program Management consulting company.He holds a Master of Science degree from The George Washington University and a Doctorate degree in systems science and engineering management from Old Dominion University. His PhD dissertation is multinational project team communications.