The Influence of Cultural Differences on International Project Management

Abstract

Examining how cultural differences impact international project management, this study delves into the complexities faced by managers handling global teams. Using Hofstede’s cultural dimensions theory as a framework, the article analyzes case studies and empirical data to identify common challenges and effective practices. It reveals the importance of cultural sensitivity and adaptability in achieving project success. Strategies for enhancing cross-cultural communication and collaboration in multinational projects are discussed.