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Title: Framework for managing multi-cultural project teams
Author: Ochieng, Edward G.
Awarding Body: Loughborough University
Current Institution: Loughborough University
Date of Award: 2008
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The theory and practice of team integration has changed fundamentally over the last five years, driven by the growing demands of multi-cultural team working and greater understanding of cultural issues and diversity in the internationalised construction environment. According to the literature reviewed, the challenge to the construction industry in both developed and developing countries is to address its poor performance on people management by focusing on multicultural team working. Different reports published by governing bodies in developed countries such as the UK continue to highlight that clients need to improve their understanding of how construction can best meet their business needs and help lead the process of creating integrated teams. Consequently, there have been a number of empirical studies on project teams, particularly focussing on measures of team success. However, the consequences of transition from monoculture to multi-cultural project teams remain largely unexplored in construction management research.
Supervisor: Not available Sponsor: Not available
Qualification Name: Thesis (Ph.D.) Qualification Level: Doctoral
EThOS ID:  DOI: Not available