THE IMPACT OF CULTURAL VALUES ON PROJECT MANAGEMENT PRACTICES A

CASE OF ARUSHA CITY COUNCIL

AUTHORS:
JOSEPH L SUNG’ARETI
josephjahbless@gmail.com
AND
MOHAMED MWANGA
Abstract
This study investigates the influence of local culture on project management in Tanzania a case of Arusha City
Council. Hofstede’s Cultural Dimension Theory was employed in this study. A descriptive research design and
quantitative research approach were utilized. The target population consisted of 41 employees from the selected
groups in Arusha City Council who were selected using a simple random sampling technique. A combination of
primary and secondary data was utilized. Questionnaires provided a structured approach to gathering primary data.
Moreover, document reviews were conducted to collect secondary data. The data collected in this study were
analysed using a combination of descriptive and inferential statistics. With the aid of SPSS version 26 software was
utilized. The study revealed a strong recognition among respondents regarding the influence of cultural values on
project management practices. The belief in the impact of cultural values on decision-making, sustainability,
community engagement, and transparency/accountability underscore the multifaceted role that cultural factors play
in shaping project outcomes. Effective communication emerged as a critical determinant of project management
success within Arusha City Council. Also, the study demonstrated a noticeable relationship between the local culture
of Arusha and the performance of project management practices within the Council.
Furthermore, the research recommends promoting collaboration with community leaders. Involving community
leaders in project planning and implementation can facilitate smoother communication, and community engagement,
and garner local support for projects.
1. Introduction
As a global practice, project management was affected by various factors, with culture being a significant
determinant. Culture, inherently varied and dynamic across regions, influenced how projects were conceptualized,
planned, and executed. The 'Project Management Body of Knowledge (PMBOK)', a guide by the Project
Management Institute (PMI), acknowledged the impact of organizational, environmental, and geographical
influences on project management (PMI, 2017). In recent years, there has been a growing recognition of the
importance of local culture in influencing project management practices (Nzama, 2016).
This heightened attention to local culture's significance was attributed to the increasing globalization of businesses
and projects, bringing together individuals from diverse cultural backgrounds. As organizations and project teams
became more diverse, understanding and integrating local culture into project management practices became
essential for ensuring effective communication, collaboration, and stakeholder engagement.
The failure of some projects in culturally diverse regions has stressed the need for cultural adaptation, with various
studies (Johnson et al., 2017; Smith & Brown, 2018) emphasizing that cultural misunderstandings and conflicts could
impede project progress and lead to failure.

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Consequently, researchers and practitioners recognized cultural intelligence's significance in navigating complexities
to foster successful project implementations.
Project management practices played a pivotal role in project success. However, cultural differences could
significantly impact these practices, leading to misunderstandings, miscommunication, and project failure. Culture,
defined as shared values, beliefs, and norms shaping individuals' and groups' behavior within a society (Hofstede,
2017), influenced various aspects of project planning and management, including decision-making processes,
communication styles, and stakeholder engagement (Miron & Zviran, 2019).
In today's globalized world, effective project management is crucial for the successful execution of initiatives in both
the private and public sectors. However, the influence of local culture on project management practices was often
overlooked, despite playing a pivotal role in shaping project outcomes and overall success. Local culture, within the
project management context, encompassed functional aspects that influenced how projects were planned, executed,
and monitored. One significant aspect was communication patterns. In culturally diverse settings like Arusha City
Council, communication styles could vary based on cultural norms, language preferences, and non-verbal cues
(Brown & Levinson, 2019). Understanding these communication differences was crucial for effective project
communication and avoiding misinterpretations that could impede progress.
Furthermore, cultural practices also influenced the approach to time management and deadlines. In certain cultures,
adherence to strict timelines was prioritized, while in others, flexibility and adaptability were valued (Salvador &
Folger, 2018).
Understanding these temporal orientations was vital for scheduling project tasks and setting realistic deadlines that
aligned with the cultural context.
Moreover, local culture plays a significant role in conflict resolution approaches. Some cultures prefer direct
confrontation or indirect and harmonious methods (Gelfand et al., 2017).
Emphasis on community involvement and collective decision-making often affected project processes. Respect for
hierarchy and authority, embedded in Tanzanian society, often impacted the delegation of responsibilities and
decision-making processes in project management. The high value placed on relational harmony often encouraged
a consensus-driven approach to managing disputes and issues within projects. The role of communication,
particularly in the local language of Swahili, was a crucial factor influencing project management success in Arusha
City Council. Effective communication ensured the alignment of project goals with community needs and facilitated
the resolution of conflicts (Kapinga, 2020). Moreover, the use of the local language in project communication has
been found to increase community involvement and ownership (Makombe, 2018).
A strong relationship exists between local culture and project management performance in Arusha City Council.
Cultural values, such as community involvement, respect for authority, and an emphasis on harmony, have been
observed to significantly affect project outcomes (Mkono, 2017). For instance, community involvement often
enhanced stakeholder engagement in projects, leading to improved decision-making processes and project success.

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Respect for authority, on the other hand, reinforced hierarchical structures in project management, ensuring
adherence to established procedures and accountability. The emphasis on harmony promoted conflict resolution and
cooperation among project teams, contributing to efficient project execution. Therefore, it was evident that local
cultural values played a critical role in shaping project management practices in the Arusha City Council.
Therefore, assessing the influence of local culture on project management practices becomes essential to bridge the
knowledge gap and demonstrate the significance of embracing local culture in project management implementations
in Arusha City projects.
The study's objectives include identifying cultural values shaping project management, exploring the role of
communication in project success, and examining the relationship between local culture and project management
performance. Focused on project managers, ward officers, and other relevant stakeholders in Arusha City, the study
aims to enhance cultural sensitivity in project delivery, offering insights to improve outcomes in terms of quality,
efficiency, and sustainability. The significance of this research lies in contributing to a more inclusive and effective
approach to project management within the unique cultural context of Arusha City Council. The study's structure
encompasses five chapters, introducing the research context, methodology, findings, and concluding with
recommendations for further studies.
2. Literature Review
2.1 Hofstede’s Cultural Dimensions Theory
Hofstede's Cultural Dimensions Theory is a framework for cross-cultural communication developed by Geert
Hofstede. Hofstede's cultural dimensions theory is a key tool for understanding the impact of cultural differences on
the management of projects. The understanding of these dimensions aids in developing strategies that are in line
with the local culture, ensuring better acceptance and implementation of projects. Hofstede, G. (2017). Applying
Hofstede's Cultural Dimensions Theory to project management involves understanding the cultural values of the
project team and stakeholders, and aligning the project's goals and processes accordingly. This is particularly
important in the context of Arusha City Council, where local culture has a significant influence on project
management practices.
2.2 Empirical Literature Review
Several scholars emphasized the influence of cultural values on project management. Hofstede's cultural
dimensions theory, for instance, suggested that values like power distance, individualism versus collectivism,
uncertainty avoidance, and masculinity versus femininity significantly influenced project management practices
(Hofstede, 2017). In the context of Arusha City Council, these cultural dimensions played a crucial role in shaping
project management practices.
For example, a high-power distance score might result in a hierarchical structure in project teams, influencing
decision-making processes and communication flows (Müller & Turner, 2020). The degree of individualism or

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collectivism could affect team dynamics and project outcomes. In a collectivist culture, teamwork and collaboration
were highly valued, impacting resource allocation, conflict resolution, and risk management within the project.
The dimension of uncertainty avoidance alluded to the society's tolerance for ambiguity and uncertainty, influencing
project planning and control mechanisms. Finally, the masculinity versus femininity dimension impacted project
management practices, affecting leadership styles, negotiation tactics, and decision-making processes.
Effective communication was a cornerstone of good project management. In the context of Arusha City Council,
communication practices were influenced by the local culture.
Communication was not just about the transmission of information but also about ensuring understanding and
promoting dialogue, deeply rooted in the local cultural context. According to Sanchez and Robert (2018), effective
communication practices within project management were inseparable from the cultural context.
In the specific case of Arusha City Council, local Tanzanian culture, with its emphasis on respect, consensus-
building, and communal decision-making, significantly impacted the communication process within project
management.
This cultural tendency towards collective dialogue and agreement, as described by Masele (2019), fostered a more
inclusive and participatory approach to project management, encouraging stakeholder involvement at all stages of
the project life cycle. However, cultural norms and expectations could also pose challenges to project
communication.
As observed by Mwita and Zeleza (2020), hierarchical structures inherent in Tanzanian culture might result in top-
down communication, limiting feedback and impeding information flow. In such scenarios, project managers needed
to balance cultural respect with the need for open, transparent communication.
The interaction between local culture and project management performance was a complex, multifaceted
relationship. The local culture could both enable and constrain project management practices and outcomes. For
instance, a culture that valued collaboration and consensus might enhance project team cohesion and stakeholder
buy-in, but it might also lead to slower decision-making processes. According to Doolen and Marquardt (2017),
cultural values such as collectivism and high-power distance significantly influenced project management practices.
In the context of the Arusha City Council, these values might manifest in a strong preference for hierarchical
decision-making and collaborative approaches.
The cultural value of collectivism, for instance, emphasized group harmony and consensus, potentially slowing
down the decision-making process but fostering stronger team cohesion.
This interplay between cultural values and team dynamics was crucial in understanding the performance of project
management in a culturally diverse environment like Arusha City Council. In addition to cultural values,
communication played a fundamental role in project management success. As posited by Müller and Turner (2018),
effective communication was key in managing project stakeholders, risks, and changes. In Arusha City Council, the
cultural context might affect how communication is conducted and perceived. The cultural norms and expectations

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regarding communication could impact how information is shared and understood, ultimately influencing project
outcomes. Therefore, understanding the cultural context of communication was instrumental in ensuring project
management success in Arusha City Council. Lastly, the relationship between local culture and project management
performance in Arusha City Council was influenced by the interaction of cultural values and communication
practices.
According to Anbari, Khilkhanova, Romanova, and Umpleby (2020), local culture shaped the approach and style of
project management.
3. Methods
In the specified area of study, this research was conducted within Arusha City Council. The selection of Arusha City
Council was deliberate, considering their local prominence, sustained project presence, and experienced
management teams, ensuring reliability in data collection. The focus on the Arusha City Council was reinforced by
their accessibility, proximity to the researcher, and the ease of obtaining information during data collection.

Moving to the research design, a descriptive research design was employed to assess the influence of local culture
on project management practices, providing a detailed account of the specific effects within the planning sector.

The research approach was mixed (both qualitative and quantitative), employing self-administered questionnaires
with Likert-scale statements to systematically investigate the local culture’s influence on project management
practices. The research population comprised the ward officers, heads of departments, City economist’s city planning
officers, and project managers, with a sample size of 41 respondents selected through a probability sampling design
for robust data analysis. The selection of this sample size adheres to the formula articulated by Yamane (1967),
ensuring a statistically sound representation of the broader population.

46
n= 2 = 41
1+ 46. e

Where n = number of samples, N = total population= 46; e = standard error of sampling (5%) is tolerated.

Table 1: Sample Size

Respondent Population Sample Size

Ward officers 25 23
Head of Department 13 12
City planning officers 4 3
City Economists 4 3
Total 46 41
Sampling Technique Simple random sampling

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Data collection methods involved both primary (questionnaires) and secondary (review of articles and financial
reports) sources, ensuring a comprehensive exploration. A pilot study was conducted to refine research instruments
and procedures, enhancing the main study's validity. Data analysis included descriptive and inferential statistical
methods, using SPSS, to provide a nuanced understanding of the influence of local culture on project management
practices within Arusha City Council.

4. Results and Discussion

4.1 Presentation of Findings
Cultural values that influence project management practices in Arusha City Council.
Findings show that 71.4% of respondents strongly agree on the substantial impact of cultural values on project
planning and management, indicating a widespread recognition of cultural significance in this context.
Complementing this, 28.6% of respondents express agreement, reinforcing the collective understanding of the
profound influence that cultural values exert on project processes.
Table 4.1 1 Cultural Values
Response Frequency Percent
Strongly Agree 30 71.4
Agree 12 28.6
Total 42 100.0
Source: Field Data (2023).
In terms of the importance of considering cultural values in project planning, two-thirds (66.6%) of respondents
assert that it is very important, demonstrating a high level of awareness and acknowledgment of the significance of
integrating cultural considerations into project management strategies. The remaining 33.3% finding it somewhat
important further solidifies the prevailing understanding of the importance of cultural factors in the planning and
execution of projects.
Table 4.1. 2 Importance of taking cultural values into consideration
Response Frequency Percent
Very important 28 66.6
Somewhat important 14 33.3
Total 42 100.0
Source: Field Data (2023).
Respondents overwhelmingly affirm that cultural values can significantly impact project outcomes in Arusha, with
85.7% expressing agreement. While a small percentage (14.3%) conveys uncertainty about the exact influence of

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cultural values on project outcomes, the majority belief underscores a strong consensus regarding the cultural
impact on project success.
Table 4.1. 3 cultural values and beliefs can impact project outcomes
Response Frequency Percent
Yes 36 85.7
Not sure 6 14.3
Total 42 100.0
The identification of specific cultural values is crucial, and respondents highlight community engagement (61.9%) as
the most crucial cultural value in Arusha.
Additionally, 31.0% emphasize the significance of respecting elders, and 7.1% acknowledge hospitality as important
cultural values. This diversity in identified values underscores the complex and multifaceted nature of cultural
influences in the project management context.
Table 4.1. 4 What cultural values and beliefs are most important
Response Frequency Percent
community engagement 26 61.9
Respecting elders 13 31.0
Hospitality 3 7.1
Total 42 100.0
Source: Field Data (2023).
In terms of specific impacts, cultural values are perceived to shape decision-making (71.4%), influence project
sustainability (7.1%), play a role in community engagement (9.5%), and contribute to transparency and
accountability (11.9%). These findings provide valuable insights for project managers, indicating the need to
consider cultural dimensions in various aspects of project management.
Table 4.1. 5 Cultural values and beliefs influence project planning and management
Response Frequency Percent
Decision making 30 71.4
project sustainability 3 7.1
Shaping community engagement 4 9.5
Transparency and accountability 5 11.9
Total 42 100.0
Source; research findings (2023).
4.2 Discussion of Findings
Cultural values that influence project management practices in Arusha City Council

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From the sample of this study, the analysis of responses concerning the influence of cultural values on project
management practices in Arusha City Council reveals insightful perspectives. In response to the question regarding
the importance of considering cultural values and beliefs when planning and managing projects in Arusha, a robust
71.4% of respondents expressed a strong belief in the profound impact of cultural values on project planning and
management. Complementing this sentiment, an additional 28.6% of respondents indicated agreement, solidifying a
collective acknowledgment of the influential role of cultural values in the project management context.
Examining the perceived importance of incorporating cultural values, a significant 66.6% of respondents deemed it
"very important," emphasizing a heightened awareness of the necessity for cultural sensitivity in project planning and
execution. The remaining 33.3% found it "somewhat important," further underlining the overall recognition of the
significance of cultural considerations in the realm of project management within the Arusha City Council.
Turning to the belief in the impact of cultural values on project outcomes, an overwhelming 85.7% of respondents
affirmed that cultural values can substantially influence the success or failure of projects in Arusha.
While a minor 14.3% expressed uncertainty, this acknowledgment does not diminish the prevailing belief in the
profound influence of cultural factors on project outcomes.
Identifying specific cultural values, respondents highlighted community engagement as the most crucial aspect, with
61.9% emphasizing its significance. Additionally, 31.0% recognized the importance of respecting elders, and 7.1%
acknowledged hospitality as influential. These findings underscore the diverse and multifaceted nature of cultural
influences on project management practices.
Exploring the influence of cultural values on various project management aspects, the study revealed that decision-
making is notably affected, with 71.4% attributing cultural values to shaping strategic choices. Additionally, cultural
impact on project sustainability (7.1%), community engagement (9.5%), and transparency/accountability (11.9%)
further demonstrated the broad spectrum of project management facets influenced by cultural values.
In an interview with one of the respondents, the individual emphasized the significance of cultural values in the
context of project management within the Arusha City Council. The respondent expressed, "Yes, it is important
because it is used as the identity of Africans. For example, Maasai culture and values are originated in Africa."
This statement underscores the respondent's recognition of the pivotal role that cultural identity plays, particularly
drawing attention to the example of the Maasai culture as a representation of African heritage. The acknowledgment
highlights the importance of integrating cultural values into project management practices, emphasizing their role as
foundational elements rooted in the rich cultural tapestry of the African continent. Another interviewee stressed the
importance of cultural values in project management by stating, "Because they shape how people interact,
communicate, and make decisions." This response underscores the profound impact of cultural values on various
aspects of human behavior and interaction. The interviewee recognizes that cultural values are not only reflective of
identity but also serve as influential factors in shaping communication styles, interpersonal dynamics, and decision-
making processes. This perspective aligns with the broader understanding that cultural considerations are integral to

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effective project management, as they influence the dynamics of collaboration and decision-making within the
context of the Arusha City Council.

According to Respondents provided their views on cultural values that influence project management practices in the
table below
Table 4.5. 5 Cultural values that influence project management practices in Arusha City Council
Response Frequency Percent
Very important 28 66.6
Somewhat important 14 33.3
Total 42 100.0
Source; research findings (2023)
5. Conclusion and Recommendations
5.1 Conclusions of the Study
The study revealed a strong recognition among respondents regarding the influence of cultural values on project
management practices. The belief in the impact of cultural values on decision-making, sustainability, community
engagement, and transparency/accountability underscore the multifaceted role that cultural factors play in shaping
project outcomes. The identification of key cultural values, such as community engagement and respecting elders,
emphasizes the need for project managers to integrate cultural considerations into planning and implementation.
Effective communication emerged as a critical determinant of project management success within Arusha City
Council.
The overwhelming consensus on the importance of communication, coupled with identified strategies to address
communication challenges, highlights the need for clear and culturally sensitive communication practices.
The positive correlation between instances where communication played a significant role and project success
reinforces the pivotal role of communication in achieving favorable project outcomes.
Also, the study demonstrated a noticeable relationship between the local culture of Arusha and the performance of
project management practices within the Council. Respondents' strong agreement on this relationship, coupled with
examples illustrating cultural impact on project management, provides valuable insights. The identified challenges,
such as limited resources and unclear objectives, emphasize the importance of addressing cultural nuances to
enhance the effectiveness of project management practices.
5.2 Recommendations of the Study
According to the findings of this study, the research recommends a multifaceted approach to enhance project
management practices within Arusha City Council. Firstly, there is a crucial need for cultural sensitivity training for

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project managers and staff. This training should aim to cultivate a deep understanding and respect for diverse
cultural values, norms, and practices prevalent in Arusha. By fostering cultural competence, project teams can
navigate the intricacies of local culture more effectively, leading to improved collaboration and stakeholder
engagement. Incorporating cultural values into project planning is another key recommendation.
Project managers should actively consider and integrate identified cultural values, such as community engagement
and respect for elders, when formulating project strategies and making decisions. This inclusive approach ensures
that projects align with and positively contribute to the cultural fabric of Arusha.
Also, project teams should adopt culturally sensitive communication practices, accounting for language proficiency
and leveraging local communication channels. By addressing potential challenges arising from cultural differences,
effective communication can bridge gaps and foster a more cohesive project environment.
Furthermore, the research recommends promoting collaboration with community leaders. Involving community
leaders in project planning and implementation can facilitate smoother communication, and community engagement,
and garner local support for projects.
Their insights can be valuable in ensuring that projects align with the needs and expectations of the local community.
Investing in comprehensive project management tools and software is another vital recommendation. This
addresses challenges related to limited resources and unclear objectives. Modern project management tools can
significantly enhance planning, monitoring, and evaluation processes, contributing to more efficient project
outcomes.
Regular assessments of ongoing projects are essential to identify and address emerging challenges promptly. By
conducting periodic evaluations, project managers can gain a nuanced understanding of the evolving dynamics of
projects, enabling them to make necessary adjustments for sustained success.
Promoting a collaborative culture within the Arusha City Council is also recommended. Fostering teamwork,
knowledge sharing, and open communication can improve coordination among project teams, reduce
misunderstandings, and enhance overall project performance.
This research has concluded a positive correlation between cultural values and effective project management
practices in Arusha City Council. As such, it is recommended that further studies delve deeper into the specific
nuances of cultural influences on project outcomes. Researchers could explore specific cultural values, such as
community engagement, and assess their impact on different project types. Additionally, investigating how cultural
influences vary across industries or sectors within Arusha could provide valuable insights for tailored project
management approaches.
Moreover, considering the dynamic nature of cultural trends, it is recommended that future studies adopt a
longitudinal approach.

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Tracking changes in cultural values and their subsequent effects on project management practices over time would
contribute to a more comprehensive understanding of this relationship. Longitudinal studies can capture evolving
cultural dynamics and provide project managers with insights into adapting strategies accordingly.
In conclusion, further research is encouraged to extend the knowledge base on the interplay between local culture
and project management in Arusha.
Exploring these aspects in more detail and over extended periods will not only contribute to academic scholarship
but also offer practical guidance for project managers seeking to navigate the cultural landscape for successful
project outcomes.
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