Because of economic progress and globalization, many businesses expand their
operations internationally during periods of fast growth. For most international
corporations, managing worldwide projects with team members spread across
numerous time zones and nationalities has become the standard. There are numerous
benefits to working on global projects as a project manager, director, or part of a
project team, including the ability to work around the clock, pooling the finest talent
from throughout the organization, and leveraging regional experience for localization
efforts. At the same time, the potential for problems grows. Multinational companies
are forced to apply a complex process of management and organization of their
human resources in order to coordinate their activities internationally, in light of the
cultural dimensions. The cultural dimension refers to the basic elements that
characterize a people, such as culture, language, and religion. Cultural differences can
create barriers for a business that believes it can apply the same management practices
everywhere, but they can also be competitive advantages if recognized and adapted
appropriately. This paper attempts through the bibliographic review to outline the
issue of cultural barriers to the management of multinational projects.
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