Tommy Koh and the US Singapore Free Trade Agreement A Multifront ‘Negotiation Campaign’ by Laurence A. Green and James K. Focusing on three key elements—process people and technology—the authors found that people of two seemingly opposite cultures are able to work together in a project based environment to complement each other and reap mutual benefits for a win win result.

These findings will significantly help managers who work on cross cultural projects in a global economy. Author Abstract This study investigates the role of national and organizational culture in day to day activities of multinational project teams specifically focusing on differences between C We rely on fieldwork observation and interviews with Ukraine Mobile Number List representatives from a diverse set of organizations in China and the Netherlands. Analyses focus on the impact of cultural differences on five project management processes project planning cost and quality management risk management scope management and project promises and communication.



Although there are many differences observed in these five processes research subjects report no significant impact of cross cultural collaboration on project performance. We conclude that cross cultural project teams can provide critical elements for an effective combination of different project management practices involving people from various national and organizational cultures who are enriched by different experiences and management theories and have a mix of skills.