Cross Cultural Differences and

their Implications for Managing

International Projects
F.T. Anbari, E.V. Khilkhanova, M.V.
Romanova, & S.A. Umpleby
The George Washington University

Widely accepted studies

Geert Hofstedes study of IBM employees
in many countries
Fons Trompenaars more recent study of
cultural differences
Z. Aycan, et al.s socio-cultural dimensions

Groups of distinctions

Relations between people

Motivational orientation
Attitudes toward time
Socio-cultural dimensions

Relations between people

Universalism vs. particularism -- a ruleoriented society (a well-developed legal
system) vs. a person-oriented society
Individualism vs. communitarianism the
individual is more important than the group
or the group is more important than the
individual

Motivational orientation
Sharply defined roles for men and women
vs. similar roles
Uncertainty avoidance seeking to avoid
uncertainty vs. tolerating high uncertainty
Power distance people feel comfortable
with large differences in power among
people or they prefer equality

Attitudes toward time

Long-term vs. short term orientation
patient about results or not
Sequential vs. synchronic prefer to do
tasks one at a time or comfortable doing
several things at once
Inner vs. outer time preference for
working on ones own schedule or
comfortable working on groups schedule

Socio-cultural dimensions
Paternalism superiors provide guidance,
protection, and nurturing while
subordinates are loyal and deferential
Fatalism the belief that it is not possible
to control the outcomes of ones actions,
so hard work and long-term plans are not
worthwhile

Western vs. Non-Western

Values

Individualism
Achievement
Equality
Winning
Internal self-control
Pride
Respect for results
Respect competence
Time is money

Collectivism/ group
Modesty
Hierarchy
Harmony
External control
Saving face
Respect for status
Respect elders
Time is life

Western vs. Non-Western

Values

Action/ doing
Systematic
Tasks
Informal
Assertiveness
Future/ change
Control
Specific/ linear
Verbal

Being/ acceptance
Humanistic
Relationship/ loyalty
Formal
Indirectness
Past/ tradition
Fate
Holistic
Non-verbal

Y2K, a successful project

Each nation and organization set up its
own year 2000 computer project
Information was widely shared among
technical specialists via the internet
People recognized all would benefit by
sharing information
Top management supported the work
Needed funds were made available

Iridium, a failed project

A satellite telecommunication network
costing $5 billion and involving 6000
engineers and managers in 26 countries
Sold for $25 million in 2000
The international structure was almost
impossible to manage many languages,
cross-cultural differences, different styles
of management and communication

Conclusions
There is an increasing number of
international projects
Multi-cultural teams are needed
Cultural differences need to be seen as an
asset, not a liability
Managers need to be culturally aware and
flexible in their leadership styles