MODELLING OF PROJECT SUCCESS FACTORS: A CROSS-CULTURAL COMPARISON

• Published in: Economics & sociology Vol. 12; no. 2; pp. 219 - 234
• Main Authors: Kozhakhmetova, Assel, Zhidebekkyzy, Aknur, Turginbayeva, Ardak, Akhmetova, Zauresh
• Format: Journal Article
• Language: English
• Published: Ternopil Centre of Sociological Research 01.01.2019; Fundacja Centrum Badań Socjologicznych; Centre of Sociological Research (NGO); Centre of Sociological Research, Szczecin, Poland
• Subjects: Business Economy / Management; Communication; Cross cultural studies; Cultural Anthropology / Ethnology; Cultural differences; Culture; Economic development; Entrepreneurship; Influence; Japan; Literature reviews; Managers; Multiculturalism & pluralism; national culture; Objectives; Operations management; Planning; PMPQ model; Project management; project planning; project success; Quality; R&D; Research & development; Software; Studies; Success factors; New Zealand; Israel; Kazakhstan; Japan; project management; project success; Japan; national culture; PMPQ model; Israel; Kazakhstan; project planning
• ISSN: 2071-789X; 2306-3459
• DOI: 10.14254/2071-789X.2019/12-2/13

Project managers often run similar projects in a different way under the influence of particular factors. It is important to discover these factors, which may affect projects` success. The objectives of this study are to examine cultural differences in project running styles of three Asian countries with different level of economic development – Israel, Japan and Kazakhstan, and identify how their styles affect project success. The authors use PMPQ (Project Management Planning Quality) model for comparing the performance of project planning processes, organisational support level and the level of project success. The study investigates 681 private projects from different fields like engineering, software, communication and service. The results determine typically strong and weak areas of the chosen countries in performing planning quality, different level of project success due to national cultural differences. Japanese managers pay significant attention to time and cost scheduling and have better results than Israeli and Kazakh managers. Kazakh managers show the worst result in cost overrun (25.96%) and low result in schedule overrun (32.9%). The study reveals common and specific knowledge areas for each countries` projects and helps measure their effect on project success.