Key drivers of value amongst multicultural teams in construction projects

Abstract

Major projects often involve intense team diversity—people are drawn from multiple cultures, professional disciplines and geographical areas. Past studies have established the roles of such diversity in project success. However, most outcomes from such studies are only superficial, as they hardly exceed comparing the pros and cons. Knowledge and practice gaps remain significant around how projects and businesses can maximise the benefits of cultural diversity amongst the project team. This research investigates key drivers of value relating to multiculturality amongst project teams involved in large projects. As a scoping study, the study reports interview results from an initial phase of a longitudinal study. Findings show thematic drivers of value in multiculturality include intentionality [project governance], strategic commitment (firm’s leadership determination), and stakeholders’ purposive buy-in to work with soft challenges. Others include project organisational culture and leadership. The implication of these themes, when put together in a framework, is such that understanding how to manage multicultural teams in projects does help towards improving project outcomes. Conclusions are drawn on how these findings to further measure multiculturality and its values in project outcomes. The additionality of such a contribution to ongoing debate helps to quantise and quantify the strengths of diversity amongst project teams in construction projects of all forms and size, as well as management practices.