National Cultural Dimensions and Their Impact on Construction Project Management in Developing Countries: The Case of Ghana

Abstract

Construction project management (CPM) in developing countries (DCs) tends to experience high levels of failures. These failures have been attributed to technical, behavioural and economic factors. However, in an increased globalised world, understanding cultural dimensions and their impacts has become essential for effective CPM. This study examines the extent to which national cultural dimensions (NCDs) explain CPM in DCs. Six dimensions that were identified from the review were used in a survey of 140 project management (PM) experts. Using exploratory and confirmatory factor analysis, a scale was obtained and validated through structural equation modelling. The results reveal that the level of inequality and the orientation of a developing country with respect to time are able to significantly predict CPM in these countries. This study draws managerial attention to how different cultural dimensions and collaboration among project team members impact CPM. The value of this research lies in the creation of a model that contributes to the understanding of CPM in DCs from the cultural perspective. This will help project managers to properly devise ways of dealing with cultural misunderstandings, which will eventually lead to appropriate approaches to CPM in these countries.