Abstract
The failure rate of development projects in developing countries appears to be high. One explanation may be the incompatibility of imported project organisation structures and the attitudes and values of local employees. This study of project organisations in Nepal showed that (a) Nepalese managers have greater bureaucratic orientation than western managers, (b) managers in project organisations have greater bureaucratic orientation than those in non-project organisations and (c) project organisations are technically more bureaucratic than non-project organisations. These findings suggest that project organisation structures and the work orientation of project managers may not be responsive to the demands of project work. Implications for project organisation design and management selection and development are considered.
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