Table of Contents

Chapter 1: Introduction................................................................................................................................2
Background.............................................................................................................................................3
Statement of the problem.........................................................................................................................5
Research justification..............................................................................................................................5
Research goals.........................................................................................................................................6
Aims....................................................................................................................................................6
Research questions..............................................................................................................................6
Research Objectives............................................................................................................................6
Chapter 2: Scope of Study...........................................................................................................................7
Introduction.............................................................................................................................................7
Projects....................................................................................................................................................7
Project Management..............................................................................................................................10
Project Management in the traditional societies.................................................................................11
Project Management in the modern societies.....................................................................................11
The role project management on sustainable development....................................................................12
Culture Map and project Management...................................................................................................14
Cross-cultural complexities and project management across the globe.................................................15
Strategies adopted by project managers in dealing with cross-cultural complexities across the globe...17
Chapter 3: Systematic Literature Review..................................................................................................21
Introduction...........................................................................................................................................21
Justification for adopting Systematic Literature Review in research.....................................................21
Important Features of Systematic Literature Review.............................................................................22
Strengths and Weaknesses of Systematic Literature review in research................................................22
Strengths............................................................................................................................................22
Weaknesses.......................................................................................................................................23
Stages of Systematic Literature Review................................................................................................24
References.................................................................................................................................................27
Chapter 1: Introduction

The role of culture in project management in the present-day world economies is an issue that
project managers must focus their attention on in order to be successful (Rodríguez-Rivero et al.
2020). Understanding other people from other nations who deal with project managers is a huge
difficulty in the workplace on a regular basis (Zwikael et al. 2021). And because of the various
degrees of misunderstanding, this causes problems in project management (Birollo, and
Teerikangas, 2019). Rather than running away from the problem, it could be embraced as a
challenge or a positive thing.

Project managers spend a large amount of time interacting with their team members,
stakeholders, or sponsors, arranging and attending meetings, planning, analyzing risks,
negotiating, and resolving problems, to name a few (Magano et al. 2020). In general, project
managers are neither trained or sensitive to cultural differences (Birollo, and Teerikangas, 2019).
This is due to the fact that successful project management training is frequently hampered by
difficulties such as scope, cost, time, and quality (Rodríguez-Rivero et al. 2020). As a result,
project managers must consider the analogy of cultural variables in people management in order
to effectively function for long-term growth and development in all societal spheres, particularly
now that globalization has broken down barriers to communication and social relationships
among people, industries, organizations, and sectors all over the world (Zwikael et al. 2021).

In the context of this dissertation, culture is defined as a set of shared characteristics by which
any community organizes its life together, its surroundings, and its responses to societal
problems (Zwikael et al. 2021). Cultures differ in a variety of ways, including national character,
perception, thinking, language, nonverbal communication, values, habits, and social grouping, to
name a few (Thakurta , 2017; Birollo, and Teerikangas, 2019). Today's culture is extremely
diversified, which has undoubtedly resulted in a plethora of issues for the average project
manager (IPMA, 2021). The problem with verbal and nonverbal communication within a team is
usually caused not only by project managers' unwillingness to learn about the cultures of their
team members, but also by the "cultural arrogance" of people from various parts of the world
who have settled in these countries and bring with them or are loaded with their own ideas,
terminology, and ways of doing things and refuse to respect the values of their adopted countries
(Jiang, and Tsai, 2019).

Minority groups come from all parts of the World and many of them are very visible in our
workplaces (Müller, and Klein, 2018). However, it is critical for project managers to
comprehend people's unique cultural characteristics in order to efficiently carry out their tasks, as
these differences, if not well understood by project managers, might lead to major complications
(IPMA, 2018). Another facet of today's workplace issues is the study of age groups and
generations within the workforce, such as the Baby Boomer Generation (born 1946-1964),
Generation X (born 1965-1980), Generation Y (born 1981-1996), and Generation Z (born 1996).
(born 1997-2012) (Becton, Walker, and Jones-Farmer, 2014; Spires et al, 2018). The disparities
of life realities among these generations cause most project management problems that have to
do with both verbal and nonverbal communication today is as a result of the reluctance of the
first two groups to properly understand the differences of their teams' varied composition
(Birollo, and Teerikangas, 2019).

In contrast to the foregoing, many firms and corporations operating in multicultural

environments adhere to universally defined norms, relegating the social and cultural reality of
their surroundings to the background. Project managers and the rest of the team owe it to one
another to give it our all today in order to improve tomorrow (Spires et al, 2018). In terms of
increased workplace productivity, effective communication, meeting deadlines, cost reduction,
and a tension-free environment, this will be a win-win situation for everyone. In this regard,
businesses must update and improve their operational and management abilities in order to
comprehend how cultural variations can affect their work and improve their efficacy in dealing
with these differences. As a result, the focus of this study will be on evaluating the existing
cultural map and its impact on project managers around the world.

Background

Misunderstandings arise every day in workplaces all over the world, frequently as a result of the
way individuals treat each other or perceive each other's comments. (Spires et al, 2018).
Openness to change and flexibility are required for cross-cultural literacy (Yin, 2017).

A look at the anticipated labor force data for 2014–24 demonstrates that some demographic
groups are expected to grow faster than others (ILO, 2017). Women's participation in the labor
force is predicted to expand more slowly than men's between 2004 and 2014, although it will still
be faster than men (Toossi, 2015; ILO, 2017). As a result, women's participation in the
workforce is expected to rise from 46.8% in 2014 to 47.2 percent in 2024 (Wilson et al. 2016;
ILO, 2017). Over the same time period, the number of men in the labor force is expected to
increase at a slower rate of 0.4 percent per year, compared to the preceding decade (IMF, 2014).
From 53.2 percent in 2014 to 52.8 percent in 2024, men's proportion in the labor force is
predicted to fall (Wilson et al. 2016). The labor force will continue to age, with the 55-and-older
group's average annual growth rate forecast to be 1.8 percent, more than three times the entire
labor force's rate of increase (Toossi, 2015). The group's labor force participation rate is expected
to rise from 21.7 percent in 2014 to approximately 25 percent in 2024 (ILO, 2017).

The average annual growth rate of 16- to 24-year-olds in the labor market, on the other hand, is
expected to fall by 1.4 percent. The younger age group is predicted to account for 11.3 percent of
the labor force in 2024, down from 13.7 percent in 2014 (Toossi, 2015; ILO, 2017). Prime-age
employees, those between the ages of 25 and 54, are estimated to account for about 64% of the
labor force in 2024, with a growth rate of 0.4 percent (ILO, 2017). The labor force will rise
solely due to population growth between 2014 and 2024, as the global labor force participation
rate is predicted to fall even further by 2024 (Wilson et al. 2016; ILO, 2017).

Because of their differing rates of population increase, race and ethnicity groupings are expected
to continue to have vastly disparate labor force growth rates (IMF, 2014). Hispanics, Asians, and
the racial grouping "all other groups" are expected to grow the fastest in the labor force (ILO,
2017). As a result of the highest population growth of any race or ethnicity group, Hispanics are
expected to make up about one-fifth of the work force by 2024 (Toossi, 2015). Despite slowing
annual growth and a shrinking share of the labor market, White non-Hispanics will account for
over 60% of the workforce in 2024 (ILO, 2017).

In light of this, project managers must understand the best ways to manage these individuals
because the world is now more than ever a global village, with constant migration of ideas,
people, and information across geographical boundaries (Müller, and Klein, 2018). Without a
question, globalization has resulted in a growth in the number of businesses expanding to
multinational organizations that operate across international borders. This circumstance, on the
other hand, has resulted in a global standardization of business and industry operations. As a
result, many company activities are directed by frameworks and procedures that are unaffected
by the cultural reality of the societies in which they operate. As a result, the globalization of
company operations has been entirely driven by output performance sustainability (Millar et al.
2018).As a result, project managers are faced with the daunting task of interacting with a large
number of people of various colors, cultural beliefs, and ideological/religious backgrounds, all of
whom speak in a variety of accents.

Statement of the problem

Diversities in the characteristics of the workforce are gaining prominence around the world. The
global workforce is made up of people of all cultures and ages. Project managers should be
knowledgeable of their team's culture and needs in order to communicate effectively. This is due
to the fact that the majority of project managers are unfamiliar with the cultures of the
individuals with whom they work, and there is a void in channeling communication among team
members, particularly when there are conflicts. This circumstance frequently leads to
misinterpretation of ideas and perspectives among various members of the team, resulting in
project delays and/or poor-quality product delivery. As a result, project managers all over the
world must take a multi-dimensional approach to managing people, particularly while working in
a multi-cultural workplace.

In light of the foregoing, an overview of the existing literature is required, as well as a

demonstration of the covered topics to date and the identification of gaps in the most recent
accessible literature. This study uses relevant case studies to present an overview of practical
experience and the engagement of culture map via the lens of project managers around the world,
in order to provide policy suggestions and identify gaps in the existing literature for future
research.

Research justification

The importance of a culture map in good project management cannot be overstated, especially
with the growing tendency of a culturally diverse workforce in today's world. As a result, seeing
the basic concepts of culture mapping through the eyes of project managers all around the world
will make it easier to spot distinctive cultural characteristics. When project managers use a
culture map effectively, they will raise awareness of this aspect of cross-cultural communication
that is often missed or ignored by many project managers, as well as encourage them to think
internationally rather than just locally.

Another important justification for this research lies in the findings will allow profound
recommendations to be made on significant transformation endeavors that will improve project
management across the globe. Also, policy recommendation that arise from this research will
serve as a guide to identify the helpful enablers that can help you position project managers
endeavors for optimum success and to reduce risk.

Research goals
Aims
The primary goal of this research is to evaluate the existing culture map that project managers
use around the world to effectively manage diverse groups of people in order to find unsolved
challenges and give recommendations for future research.

Research questions
1. To identify the existing culture maps utilized in project management across the globe.
2. To understand how cross-cultural complexities have influence project management
across the globe.
3. To investigate the strategies managers, adopt in dealing with cross-cultural complexities
across the globe.

Research Objectives
1. What are the existing culture maps utilized in project management across the globe?
2. How do cross-cultural complexities influence project management across the globe?
3. What are the strategies adopted by managers in dealing with cross-cultural complexities
across the globe?
Chapter 2: Scope of Study
Introduction
In this chapter, we will discuss the study in light of previous research and existing scholarly
resources on central areas of the research objectives. A literature review is an overview of
scholarly research in a specific field, which can be undertaken in two instances: first, as part of a
conceptual or an empirical study, and second, as an independent study (Lim, Kumar, and Ali,
2022)." A scoping review was deemed appropriate to study the following questions in order to
cover the broader framework for researching existing literature, previous research, and studies
connected to the topic:
 What existing literature is available on culture maps utilized in project management?
 How have previous studies assessed cross-cultural complexities arising from project
management?
 What existing data is available on strategies project managers adopt in dealing with
cross-cultural complexities?
Hence, this chapter will give an overview of the literature on culture maps, its importance in
project management given the emerging cross-cultural complexities that arise across the globe
especially in multicultural environments.

Projects
A project is defined as a set of tasks that must be performed in order to achieve a specific goal
(Hartman and Briskorn, 2022). The term "project" is defined by the Project Management
Institute (PMI) as "any temporary undertaking with a known beginning and finish (PMP-ACP,
2022)." It can be controlled by a single person or hundreds of people, depending on its
complexity (de la Torre, 2022). It's a collection of interconnected tasks with a shared aim,
defined by a start and end date, boundaries, the ability to evolve into something new, and
deviates from business as usual.
Projects are very diverse and could range from:
 Being longitudinal to being cross sectional in nature
 Involve a large number of people or;
 Be an independent task (Kruijf et al. 2022).
Thus, the typology of projects ranges from:
 Traditional projects: These are carried out in stages, one after the other. Initiation,
planning, execution, monitoring, and closure are the most common phases. Traditional
project management is used in the majority of high-cost infrastructure projects.
 Agile projects: which are initiatives are commonly utilized in software development.
They are adaptable and people-oriented. In addition, they usually have quick turnaround
times.
 Remote projects: which is typically utilized by distant teams that meet infrequently in
person. A remote project is one that involves managing freelance participants.
 Projects outsourced to an agency: which are likely to have several clients. Agencies are
frequently used to handle marketing and design initiatives (Kruijf et al. 2022; Mathew et
al. 2022).
Every project is bound by a set of rules known as constraints/boundaries (de la Torre, 2022).
These boundaries include: scope, people, schedule, and resources (Mosiane, 2022). All of these
project limits are contingent on the project's goals and timeline and often evolves into
deliverables which are the products of a project's completion (Guo and Zhang, 2022). A
deliverable is anything created throughout the project's development, such as documentation,
plans, and project reports. A deliverable could also be the outcome of the project (Ashcraft,
2022).

The effective management of a project differs from business-as-usual operations in that it has a
final deliverable and a deadline (Knight et al. 2022). Because projects aren't like everyday
operations, the majority of those participating aren't used to working together. Professionals from
many organizations and geographies may be involved at times (Guo and Zhang, 2022). Projects
are frequently separated into five phases, each of which has its own set of activities, objectives,
and deadline (de la Torre, 2022). The reason is that by breaking down a project into phases,
teams can stay on track throughout its full life cycle.
 Initiation: Project initiation is the first stage of a project's life cycle. A project is formally
launched here. It is given a name, and a broad strategy is laid out. The project's
constraints, hazards, and stakeholders are all recognized, as well as the project's goals
(Guo and Zhang, 2022). At this stage studies may be undertaken to determine the
project's feasibility, depending on the project (Knight et al. 2022). Requirements are often
obtained and reviewed during the commencement phase of projects.
 Planning: During the planning step, a roadmap is created that will take teams from the
creation of a project plan to the project's execution and closure phases (de la Torre,
2022). There must be deadlines specified and resources allocated. It is easier to manage
project risks, costs, quality, time, and other factors when jobs are broken down into
smaller, manageable operations (Knight et al. 2022). Simultaneously, breaking down
duties into manageable chunks will enable everyone involved to complete the project on
schedule and on budget.
 Execution: During the project execution phase, the project plan is implemented. Teams
will work on the deliverables at this time to ensure that the project satisfies the
requirements. Everyone normally comes for a meeting to mark the project's official start,
where teams can get to know one another and discuss their roles in the project's success
(Guo and Zhang, 2022). Before the project plan is implemented, communication modes
and project management tools are identified.

Furthermore, team members become familiar with the required status meetings and
reports that will be held during this phase to collect project data. The project execution
phase is crucial in the life cycle of a project since it determines whether or not everyone's
efforts will be profitable in the end (de la Torre, 2022).
 Monitoring and Controlling: The project monitoring and control phase occurs
concurrently with the execution phase (Knight et al. 2022). The project manager's
responsibility is to oversee operations and ensure that everything is going according to
plan (PMP-ACP, 2022). Project managers must monitor resources, manage risks, lead
status meetings, and prepare reports, among other things, in addition to managing the
project's performance (PMP-ACP, 2022). If unexpected problems develop, the project
 manager may need to make changes to the plans and the timetable (Guo and Zhang,
2022).
 Closing: The project closure phase, which comes at the end of the project management
life cycle, isn't as straightforward as simply delivering the result (Guo and Zhang, 2022).
During the project closing phase, project managers must keep track of all deliverables,
consolidate documentation in a centralized area, and hand over the project to the client or
the team in charge of managing its operations (PMP-ACP, 2022). Not only that, but
teams also meet for a final meeting to review the lessons they've learned and to recognize
each member's hard work.
In a nutshell, a project that is completed on time and within budget is deemed a success. A
project, on the other hand, can be assessed using a variety of criteria:
 Is it up to snuff in terms of business requirements?
 Is it completed on time and on budget?
 Is it providing the expected value and return on investment? (PMP-ACP, 2022).
The characteristics that make a successful project are likely to vary depending on the project
type. This is why, during the project's beginning and planning phases, it's critical to define what
project success implies and this emphasizes the importance of project management which is
discussed in the following section of the literature review.

Project Management
From time immemorial, people, institutions, and organizations have been undertaking projects to
fulfill a mandate, obligation, set goal, aim, or objective. This indicates that human history is a
progressive development of project management in association with modern conversion
technologies that are a product of societal evolution. This is evident in historical completed
projects such as: The pyramid of Giza, The great wall of China, and the Coliseum (Lechler and
Yang, 2017). Hence, project management has consistently evolved through significant events in
traditional and modern history like world wars, space shots, invention of the internet and social
media (Chiu, 2010).

Consequently, sustainable project management is crucial for increasing community

competitiveness at the national, regional, and at the international community (Madureira et al.
2022). Methods and technologies that maximize resource allocation to project implementation
should be understood in context of global progressive evolution (Rejeb et al. 2022). As a result,
it is critical to emphasize the importance of project management to the opportunities of new
ideas developed on a daily basis (Bouroutzopoulos, 2022). Owing to this, businesses and
organizations must respond to the difficulties of this new era by carefully planning project
development in order to achieve cost and time efficiency (Tiwari, 2022). This they can do by
understanding the challenges, failures, and successes of initiatives is critical (Bouroutzopoulos,
2022). This section of the research provides well-structured insights into project management's
evolution. This will be critical for continuous improvement in order to achieve quality-driven
success.

Project Management in the traditional societies

At a point history, when societies and countries around the world where self-sufficient rural
economies there have existed unique application of tools, skills, and knowledge on how to
execute and implement projects (Ciric et al. 2018). Most projects done in ancient societies
allowed individuals to multitask and add project management their job role description (IPMA,
2018). For instance, traders, architects, builders, engineers, family heads, community leaders
amongst others while serving their primary roles had to also become project managers in order to
achieve successful execution, implementation and completion of ancient society projects. Hence,
the present-day project management is a biproduct of progressive evolution of society that has
been done throughout human history with achieved success been a major driver for new
conversion technology for implementation of modern projects (Magano et al. 2020).

Project Management in the modern societies

With regards the precise date modern project management started, there still exist an ongoing
global debate to affirm that fact. According to Chiu, in his work on The History of Project
Management: From the Earliest Times to A.D.1900 the activities of Henri Fayol and Henry
Gantt marked the beginning of project management (Chiu, 2010; Kallio et al. 2016). However,
contradicting this assertion, another group of scholars are of the perception that although both
Henri Fayol and Henry Gantt made significant contributions to the field of management, project
management started in ancient times way before their notable scholarly contributions (Chiu,
2010: IPMA, 2018; Magano et al. 2020).
Henri Fayol contributed immensely to project management through the identification of the five
functions of ideal management which are: planning, organizing, commanding, coordinating and
controlling. He also went a step further to formulate 14 principles which serve as a blueprint to
guide managerial functions (Rodríguez-Rivero et al. 2018). With reference to the contribution of
Henry Gantt which is evident in the development of the Gantt chart where he revealed the
importance of dividing large projects into smaller manageable tasks (KWAK. 2003; IPMA,
2018). The model of the Gantt chart still serves as a guide to most modern-day projects.

Furthermore, in a bid to capture the history of modern project management, in 2003 Kwak
identified four periods in the history of modern project: prior to 1958, 1958 – 1979, 1980 – 1994,
and 1995 to present (KWAK, 2003; Albuquerque et al. 2020). According to him, prior to 1958
marked the period where traditional project management advanced to incorporate human relation
administration. The period of 1958 – 1979 marked a significant progress in technological
advance and its application to management science. Between 1980 to 1984 the advent of
personal computers began, and multitasking was introduced into business operation. This paved
way for the innovational development of computer software to aid efficient project management
(Chen et al. 2018). Also, during this period Eliyahu M. Goldratt in his work on "The Goal"
which he proposed a theoretical model on constraints that guides the achievement of set
organizational goals (Yin, 2017). In the fourth era till present day modern technology has
continued to be a driving force for dynamism, and greatly affect project management. This
period marked the creation of modern software that aided the effective operation of team
management for projects (Azzopardi, 2014).

The role project management on sustainable development

Projects are mostly executed in environments that are complicated, unstable, non-linear,
irregular, uncertain, unpredictable, and extremely dynamic. They are frequently created and
implemented over several years and include a multi-scope decision-making process. As a result,
they are difficult to adopt and control effectively. Industrial projects encounter several challenges
in a variety of sectors and stages, which frequently result in problems and failures in the areas of
economics, operations, social, environmental, and political issues. In this context, the right
implementation of a management system improves project success and has been the subject of
numerous academic studies. Various lessons acquired from past and current initiatives are also
reported in the literature, which should ideally be integrated for improved future projects. Such
managerial drivers for problems, failures, achievements, and lessons learned have a significant
impact in industrial initiatives, and the academic literature needs to examine them more.

Throughout all phases of a project's life cycle, most projects confront many challenges. The
academic research has to go deeper into identifying and addressing these difficulties, as well as
developing techniques for effectively dealing with them through improving managerial
competencies (Söderlund et al., 2017). Project management issues include meeting project
objectives while meeting different requirements and expectations in a highly complex and
uncertain environment with several sources of risk (Sköld and Dahlqvist, 2022). Risks and
uncertainties are frequently overlooked in planning and development, resulting in initiatives that
are rigid and vulnerable to unforeseen events (Aisheh, 2021). Rather than evaluating hazards,
management methods frequently rely on experience and intuition (Qazi et al., 2016). As a result,
long-term forecasts are frequently wrong or untrustworthy (Dhaliwal et al., 2022). As a result,
there is a lot of danger and a lot of exposure. Despite the numerous risk management approaches
used in recent decades, the rising complexity of projects makes risk reduction strategies
challenging to implement. It frequently results in major problems and project failures.

Because the project phases are interrelated, project outcomes are either very good or very awful
(Hollmann, 2017). Poor managerial performance is to be expected in general. Budget, time, and
quality difficulties all have a substantial impact on the intended benefits and outcomes. Project
complexity, data misinformation, underestimation of cost and schedule, overestimation of
benefits, poor risk prediction, management, and mitigation, long project lifetime, lack of training
and experience, inefficient organizational structure, poor stakeholder management, political
influence, and the occurrence of major unexpected events are some of the main drivers (Wen,
Zhou, and Su, 2022; Flyvbjerg, 2017; Liu et al., 2020).

Despite the necessity of tackling challenges and failures, recognizing the major variables that
contribute to successful initiatives has its own set of benefits. This aids in determining which
modifications are necessary and how they can be implemented. Well-defined project objectives,
effective management tools and strategies, accurate estimations and forecasts, stakeholder
support and alignment, flexible and adaptive project management systems (PMS), reasonable
organizational structure and project governance, proper planning, clear procurement procedures,
management and execution strategies, good communication, trained, experienced, and qualified
teams, and performance feedback are all factors that contribute to project success (Wen, Zhou,
and Su, 2022; Lenfle and Loch, 2017; He et al., 2019).

Culture Map and project Management

In existing literature, culture map has been used to describe the measures used to aid business
operations and management (Farkhoutdinov and Isavnin, 2016). The cultural map help managers
effectively manage cultural gaps that exists within organizations. These tools are used to tackle
challenges that may arise from globalization of business enterprises. These tools were designed
to help many project managers across the globe that manage a network of people with diverse
cultural perspectives and have little understanding of how individual social and cultural realities
affect influenced by culture affect global work interaction (Albuquerque et al. 2020). Experience
of most project managers however has enabled them to devise strategies to deal with cross-
cultural complexities in management.

According to previous research, the culture map is a necessity for business operation to
understand cultural diversities that can affect work outcomes (Arefazar, 2019). Therefore, it
serves as a yard stick to guide expected management behavior in the presence of cultural gaps.
Hence, the culture map provides new strategies that promote global work collaboration in a
sensitive and effective manner. Some of the tools used in culture map include country mapping
tool, personal profile tool, and team mapping tool (IPMA, 2018). ‘

Substantively, most project managers are more likely than ever to come into contact with people
from different cultures in a society that is becoming more and more globalized (Meyer 2014;
Meyer 2016). This diversity encourages innovation and creativity, but it may also be very
perplexing. Erin Meyer, a cultural communications specialist, offers a framework in her book
The Culture Map that you may use to examine how other cultures are different from your own
and offers helpful advice on how to avoid cultural misconceptions (Meyer, 2014). She also
explores how and why these cultural distinctions came to be.

According to Meyer, there are two extremes of leadership style: egalitarian and hierarchical. In
egalitarian societies, everyone is treated equally, including at work (Nehrbass and Meyer, 2022).
Organizational structures in businesses are frequently flat, and employees are generally treated
equally regardless of status. On the other hand, in hierarchical cultures, rank matters (Park, 2017;
Nehrbass, 2021). Employees must follow the tight levels set by the company by showing respect
to those in positions of authority (Zhu, 2022).

Meyer postulates that a culture's leadership style exhibits the values of the ideologies,
philosophies, and empires that once ruled it (Nehrbass and Meyer, 2022). For instance,
contemporary Western hierarchical cultures are historically Catholic, but contemporary
egalitarian cultures are historically Protestant (a religion that stresses the individual's relationship
with God) (a religion strictly governed by the hierarchical Roman Catholic Church) (Nyssen
Guillén, and Deckert, 2021). Meyer's case is backed by the fact that various distinctive elements
of Protestantism emphasize the importance of the individual, although historically even the
monarchs of Catholic nations were subject to the Pope's authority and were therefore constrained
by hierarchy (Nehrbass and Meyer, 2022).

Against the aforementioned, this research intends to evaluate the existing culture map applied
over the years by project managers in multicultural environments.

Cross-cultural complexities and project management across the globe

In recent times where globalization has paved way for country alliances, rapid movement in
capital investment and labor, there is a necessity to monitor cross-cultural complexities of project
management across the globe (Spires et al. 2018). Cross-cultural complexities however arise
from the inherent differences that exist in culture (Rodríguez-Rivero et al. 2018). However, for
most businesses to strive in a multicultural environment factor such as values, customs, politics,
economies, laws amongst others must be taken into consideration.
Consequently, it is important to point out that the growing diversities in the trend of project
management across the globe cannot be over emphasized. This is due to the rise of cultural
complexities that are subjective to individuals, contexts and environment. This situation from the
perspective of most project managers has either presented opportunities for creativity or
difficulties and miscommunication (IPMA, 2018). Hence, there is a need to study how cross-
cultural complexities has been managed overtime and how it affects project management
especially in multicultural environments.

Within the context of this research cross-cultural complexities will be operationalized as the
challenges that arise when project managers work with a cross-cultural team. Cross-cultural
teams are international groups of people with a variety of backgrounds and experiences. Most
project managers frequently ignore these core team member distinctions, which can cause
disagreements and dissatisfaction that are readily avoidable if you have a quick knowledge of
each team member.
These variations may result from various communication techniques and personal frames of
reference. The manner in which each team member communicates is a significant factor in the
stylistic differences that exist between cultures. While some team members speak up with their
uncensored thoughts and opinions, people from hierarchical cultures sometimes take their time to
speak up. These often poses a burden on project managers on best strategies to use in efficiently
managing cross cultural teams. Some of the challenges that arise include:

 Communication and expression: One of the main concerns in cross-cultural teams is

the subtleties of communicating in a way that ensures that everyone is on the same page
(Gibbs et al. 2021). Despite the fact that everyone is fluent in English and speaks the
same language, some slang or colloquialisms can frequently lead to misunderstandings
(Sreehari, 2021). All members must clearly understand the direction of the conversations
in order for the team to function well. In virtual teams where there is no face-to-face
connection, communication issues are common (Gibbs et al. 2021).

 Information Gaps: To stay abreast of data and process flows, everyone needs to be on
the same page (Sood, 2021). There shouldn't be any manual effort required to combine
 data from various sources. To work together and finish their tasks, every team member
must have access to the appropriate tools at the appropriate moment (Califano and
Spinks, 2021). This becomes a problem when cross-cultural teams work virtually. It is
crucial to have a common piece of software that gives users access to a shared database,
allows for file sharing, online conversations, scheduling, and collaborative project
tracking (Vicari and Kirby, 2022). It can be difficult to find efficient ways to distribute
resources and quickly access them.

 Style of Work: Each team member has a special working method that is largely
determined by their culture (Newman and Ford, 2021). Some workplace cultures
encourage diversity of thought and recognize individual contributions (Lam et al. 2021).
Some cultures are more paternalistic, where employees are expected to obey the leaders'
decisions to the letter (Vicari and Kirby, 2022). This holds true for workers who are
unique people with unique personalities. Individualistic team members often come off as
aggressive due to their distinctive ways, whereas less individualistic team members often
blend in and appear to contribute less (Newman and Ford, 2021). Despite the variations
in work styles, it is crucial to filter and maximize each team member's strengths.

 Influences: There is a risk that certain members of the team will share a common cultural
identity or be more homogeneous than others (Kunst et al. 2021). Most project managers
might try to control the situation and sway the entire team in their favor (Ali and Anwar,
2021). As a result, it could lead to unneeded conflict and make the team dynamic
frustrating for other members. In a cross-cultural team, team and group dynamics can be
a significant challenge. This may cause disagreements and pointless intra-team politics
(Akaliyski et al. 2021).
 Motivation: Most project managers typically have a single-threaded motivation and
reward system that is mostly based on the company's standards and values (Koener et al.
2022). Most of these standards do not take into consideration the unique motivating
elements of a cross-cultural team. To effectively motivate people to perform well in their
roles, it is critical to understand what drives each individual (Ali and Anwar, 2021). The
 team members may lack excitement and be less engaged at work in the absence of a
suitable catalyst.

Strategies adopted by project managers in dealing with cross-cultural complexities across

the globe
The majority of project managers nowadays work with teams that exhibit a synergy of various
mindsets and skill sets that cooperate to achieve a common goal (Zhou et al. 2022). Managing a
team of individuals with different personalities is already challenging. Managing a cross-cultural
team that spans several cultures and locations makes it much more difficult (Meyer, 2016;
Dumitru, 2021). Project managers are now interacting with clients, suppliers, and coworkers all
over the world as a result of globalization. Within projects, globalization entails interacting with
people from different work ethics, languages, customs, and cultures without causing conflict or
stress within a team (Zhou et al. 2022). Here are some of the identified strategies in existing
literature:

 Interpersonal communication: Project managers must take the time to get to know all
of the team members. Project managers can use the information to analyze individual
skills and benefit the group and also learn specialized abilities that are useful to everyone
while also getting to know each member's characteristics (Dumitru, 2021).

 Adopting a flexible work style: Two fundamental values that project managers should
adopt that significantly differ across cultures are scheduling and decision-making
(Jensen, 2022). According to the book “The Cultural Map”, understanding the priorities
of your team members can be greatly improved by evaluating these values (IPMA, 2018).
For instance, in many cultures, doing a task on time or with flexibility is prioritized.

 Promoting open team communication: Project managers should endeavor to give

everyone on the team a chance to express their thoughts (Toner and Martins, 2021). A
clear line of communication is necessary for increased effectiveness (Mukhtar et al.
2022). Otherwise, the management or the group's dominant players make the team
members feel undervalued and in charge.
 Inclusion of team building activities into work operation: Project managers should
make every effort to establish opportunities for casual contacts when a team of people
from different cultural backgrounds is trying to work together (Jensen, 2022). Project
team members when they are encouraged to socialize at events and in their free time.

 Active listening: Project managers should not let biases and incorrect assumptions
influence their choices (Dumitru, 2021). These prejudices can destroy confidence and
hinder cooperation. Instead, a project manager should take a moment to reflect and try to
comprehend why specific teams or locations could function differently (Jensen, 2022). It
might cause unneeded conflict if you ignore the local customs, factors, and needs that
affect each team member (Zhou et al. 2022). Hence, project managers should ask
questions, pay attention to your team members' input, and build the adaptability needed to
manage across cultural differences.

 Developing a project structure framework for success: It is inevitable for project

managers who have multicultural teams to experience different work styles (Zhou et al.
2022). This does not imply that everyone should act erratically and employ their own
methods. The project manager must create clear rules and encourage adherence from the
group members. Project managers should take the required actions to explain the
significance of specific norms and train the members to participate in these efforts rather
than imposing a style (Mukhtar et al. 2022). This they can achieve by trying to
incorporate customs from other civilizations when constructing the guidelines to ensure
uniformity.

 Prompt conflict resolution: Even with the best efforts of project managers, if a problem
still arises, it is crucial to make sure to resolve it right away before it gets out of hand.
Project managers should be observant to recognize the various cultural vantage points at
play and attempt to settle the dispute by choosing the middle course (Zhou et al. 2022).
Thus, a project manager should act as a cultural link amongst various team members to
foster harmony.
 Education and training on cross-cultural differences: Project managers can endeavor
to teach team members how to properly communicate with people from other cultures
and nations. Sessions on greetings, corporate manners, and eating customs can all be
included in training and awareness programs (Mukhtar et al. 2022). This will lessen the
stress and inform team members about the dominant cultural styles of their coworkers
(Jensen, 2022). This will also help you recognize and appreciate cultural differences
rather than completely dismissing them. This will allow project managers to build strong
international teams and greater connections with clients and customers everywhere.

 Clearly defining roles, responsibilities, and team vision: It's critical for team members
to comprehend the shared objective. This will allow project teams to have a sense of
identity if they are working toward a common objective. At the same time, it is important
that project managers should ensure that every team member knows what is expected of
them and that their participation is valued. Thus, project managers can break the common
objective down into manageable steps that specify each member's role and duties (Jensen,
2022). Everyone will cooperate and work together in this manner without invading each
other's space.

 Building rapport and trust: Trust and good working relationships take time to develop.
Take the necessary actions to gradually create a collaborative environment.
Understanding and valuing individual differences will help a team from different cultural
backgrounds work cohesively. The growth of cross-cultural teams may present
difficulties, but these can be overcome with tact and respect for different cultures (Zhou
et al. 2022). Establishing a framework that makes it simpler to comprehend individual
differences and use those differences to enhance a team's strengths is what is required
(Jensen, 2022). The majority of the time, managing a cross-cultural team successfully
requires a firm grasp of and acceptance of cultural differences. Having a cross-cultural
team is the best way to learn about many cultures, come up with fresh ideas, and produce
results (Mukhtar et al. 2022). Hence it is time project managers across the globe view
multi-cultural teams as a strength rather than a weakness.
Chapter 3: Systematic Literature Review
Introduction
To address a clearly defined research question and objectives, a systematic literature review
(SLR) identifies, picks, and critically evaluates research (Dewey, and Drahota, 2016). For a
systematic literature review, the criteria for data inclusion should be clearly outlined before the
review is undertaken and the systematic review should adhere to a clearly defined process or
plan. This approach employs a thorough, transparent search on existing literature across
numerous databases and gray literature. During systematic literature review, a careful organized
search strategy that clearly emphasizes and responds to research questions is always adopted.
The review also specifies the categories of data that were looked up, analyzed, and reported
within predetermined timeframes. The review must contain the search terms, search tactics
(including database names, platforms, and dates of search), and limits.

According to Lim, Kumar, and Ali, there are seven fundamental principles to be used during
systematic literature review, which are: transparency, clarity, focus, integration, accessibility,
equality, and coverage (Lim, Kumar, and Ali, 2022).

Justification for adopting Systematic Literature Review in research

A crucial component of science is the systematic review of the literature. Its logic is strongly
based on a number of presumptions. First, it's important to break up voluminous amounts of
information into manageable chunks for digestion (Dewey, and Drahota, 2016). Clearly, to
organize these overwhelming volumes of material, a thorough literature study is required. The
systematic review distinguishes the salient and critical research that are deserving of reflection
from the unimportant, flawed, or redundant deadwood in literature through critical inquiry,
appraisal, and synthesis (Lim, Kumar, and Ali, 2022).

Secondly, diverse decision-makers must include the vital components of the accessible existing
data (Khan, Bueno-Cavanillas, and Zamora, 2022). The factors and outcomes that are included in
the evaluations of more specialized integrators, such economic and decision analysts, are
estimated using systematic reviews (Lim et al. 2022). Most researchers employ both systematic
and more specialized integrations to stay up to date on the primary literature in a particular area
and to maintain their medical literacy in general. Researchers utilize the review to define
significant incidental or unfavorable effects and covariates that warrant attention in future
studies, identify, justify, and improve hypotheses, recognize and avoid traps of prior work,
estimate sample sizes, and specify sample sizes (Pastor-Ramón et al. 2022).

Lastly, systematic literature review helps policy makers to create regulations and guidelines to
enable development (Jamshidi et al. 2022). Therefore, a thorough systematic literature review
can also be carried out to assess the level of empirical data, challenge theoretical hypotheses, or
even to receive help developing new hypotheses.

Important Features of Systematic Literature Review

Every research project begins with a literature review of some kind. Any type of literature review
must be conducted with a thorough methodological approach if it is to have any scientific value
at all. The stand-alone or systematic literature review differs from the traditional literature
review. The main features that distinguish systematic literature review from traditional literature
are:
 A specific set of goals with pre-established study eligibility requirements
 A specific, repeatable process
 A thorough search to locate all research that would satisfy the requirements for inclusion
 An evaluation of the reliability of the results of the included research, such as by
evaluating the bias risk
 A thorough presentation and synthesis of the traits and conclusions of the research that
were included (Khan, Bueno-Cavanillas, and Zamora, 2022).
Strengths and Weaknesses of Systematic Literature review in research
Strengths
A growing number of researchers are using systematic reviews because of their transparency,
accuracy, replicability, and lower danger of bias. The following are a few key advantages of
systematic reviews:
 Unambiguous Methodology
For a comprehensive review, careful planning is necessary. Every aspect of the evaluation
process has been planned out in advance. The PICO (population, intervention, comparison, and
outcome) approach is used to frame the study topic (Khan, Bueno-Cavanillas, and Zamora,
2022). The selection of the primary studies for the review is then done according to precise
inclusion and exclusion criteria (Mohamed Shaffril et al. 2021). Even before the review process
begins, every step of the systematic review technique has been meticulously planned out and
made public.

 Results That Are Reliable and Accurate

A systematic review's findings are either quantitatively examined using statistical techniques like
meta-analyses and numerical effect estimates, or qualitatively analyzed and presented as a
textual narrative (Khan, Bueno-Cavanillas, and Zamora, 2022). These methods are mostly
standardized, and used to determine the quality of the evidence or the confidence in effect
estimates.

 Both thorough and exhaustive

An exhaustive search of all the information available on a particular subject is a systematic
review. It is thorough and takes into account all available data when synthesizing the conclusion
(Paul et al. 2021). Databases and a variety of sources, including blogs from firms, unpublished
research done by academics themselves, government publications, and conference proceedings,
were used to gather the primary sources for the review (Pastor-Ramón et al. 2022). Thus, the
keywords and search criteria employed in sourcing are precise and predetermined.

 Reproducible
Before the review begins, every aspect of the systematic review technique is predetermined and
documented. The review protocol is the name of this article (Xiao and Watson, 2019). This aids
peer reviewers in determining how replicable the evaluations are. Replicability contributes to the
review's credibility by increasing it (Mohamed Shaffril et al. 2021).

Weaknesses
Even though systematic reviews are reliable methods for scientific study, mistakes can
nevertheless occur. If the data is managed improperly or if they are skewed, they may be
misleading or even destructive. A few of the systematic reviews' drawbacks are as follows:
 Broad Production
Systematic reviews are employed more often than necessary as a result of their popularity.
Systematic reviews have expanded more quickly than research as a whole (Xiao and Watson,
2019). As a result, there is redundancy.

 Stealthy Expression of Strong Opinions

A systematic review is seriously threatened by selective outcome reporting. Only reporting a
subset of the statistically significant results that align with the author's interests is an option for
authors and reviewers (Lim, Kumar, and Ali, 2022). Serious repercussions may result from the
potential for unfair or deceptive interpretation of evidence findings in systematic reviews.

 Bias Potential
Systematic reviews offer numerous benefits, but they are also more prone to some biases than
other types of reviews. A systematic or methodological inaccuracy that presents the study results
inaccurately is called a bias (Xiao and Watson, 2019). Authors should be aware of the specific
hazards at each stage of the review process because bias can surface at any time (Paul et al.
2021). The selection and publication phases of systematic reviews are when the majority of
known errors occur (Xiao and Watson, 2019). In a systematic review, the eligibility criterion aids
in preventing selection bias (Mohamed Shaffril et al. 2021). A biased outcome might also be the
result of poor study design and implementation. Understanding the many forms of bias in
systematic reviews is crucial.
Systematic literature reviews offer benefits and downsides to research, just like any other review
technique. Making a decision regarding which review method to adopt requires an understanding
of these factors.

Stages of Systematic Literature Review

According to Dewey and Drahota (2016) there are numerous distinct activities that make up a
systematic literature review These activities include:
 Systematic review plan
 Conducting the systematic review
 Systematic review reporting

Systematic Literature Review plan

Planning, the first stage of systematic literature review, consists of a schedule for all subsequent
actions. The first step of systematic literature review includes determining the need and
developing the research questions that will be addressed by the review (Lim, Kumar, and Ali,
2022). A thorough search is conducted via the available sources and databases once the
requirement for systematic literature review on a specific topic has been established to see if any
systematic literature review has already addressed the research question (Subhash, and Cudney,
2018). A review protocol is created that not only minimizes the researcher's bias but also outlines
the systematic literature review 's steps and includes all of its pre-plans, including:

 A review of background information on research topic

 Using unanswered puzzle in existing literature to formulate research question
 Identifying data bases relevant to research topic
 Justification of selection criteria for literature
 Evaluation of validity and reliability check list for individual studies
 Defining method for data collection techniques
 Creating a time schedule for stages of systematic literature review (Subhash, and Cudney,
2018).
Conducting the Systematic Literature Review
Once the protocol review has been approved, the implementation phase, which entails several
procedures, comes following the planning phase. Conducting a systematic literature review starts
from identifying the sources used, which starts with a review and analysis of the current
literature from all the databases that are accessible (Khan, Bueno-Cavanillas, and Zamora, 2022).
The following are the steps in conducting a systematic literature review:
 Actual literature Search
 Study selection
 Study quality assessment
 Data extraction
 Preliminary analysis
 Secondary analysis and,
 Data synthesis (Subhash, and Cudney, 2018).

Systematic Literature Review reporting

The systematic literature review is finished by summarizing the findings. Multiple channels are
now open for registering and disseminating systematic review analyses data and results,
disseminating systematic review reports, and exchanging data and resources, such as preprint
servers and publicly accessible repositories (Rybnicek, and Königsgruber, 2019). This has
changed the systematic literature review reporting landscape.
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