Engagement of Intercultural Project Customers: A Relational Model (Contributions to Management Science)

Abstract
Resumen
Acknowledgements
A Word on Gender
Contents
Abbreviations
List of Figures
List of Tables
Chapter 1: Introduction to Intercultural Project Customer Engagement
	1.1 Problem Statement and Justification
	1.2 Objectives and Research Questions
	1.3 Preliminary Hypothesis
	1.4 Methodology
	1.5 Structure of the Work
Chapter 2: Theory in Intercultural Project Customer Engagement
	2.1 Definitions
		2.1.1 Introduction to Definitions
		2.1.2 Project
		2.1.3 Project Management
			2.1.3.1 Project Management Defined by Project Management Standards
			2.1.3.2 Project Management Defined by Scholars and Handbooks
			2.1.3.3 Definition of Project Management
		2.1.4 Project Stakeholder
		2.1.5 Stakeholder Engagement/Management
		2.1.6 Project Customer, Owner, User and Sponsor
			2.1.6.1 Introduction Project Customer
			2.1.6.2 Project Customer or Client
			2.1.6.3 Users
			2.1.6.4 Project Sponsors
		2.1.7 International Project
		2.1.8 National Culture
		2.1.9 Intercultural Competence and Cultural Intelligence
		2.1.10 Intercultural Management
		2.1.11 Intercultural Communication
	2.2 The Role of Project Management Standards
		2.2.1 Introduction
		2.2.2 Project Management According to IPMA
		2.2.3 Project Management According to APM
		2.2.4 Project Management According to GPM
		2.2.5 Project Management According to PMI
		2.2.6 Project Management According to PRINCE2
		2.2.7 Synthesis Project Management Standards
	2.3 Project Stakeholder and Customer Management in Projects
		2.3.1 Introduction
		2.3.2 Project Stakeholder Management As a Framework
			2.3.2.1 Introduction
			2.3.2.2 Stakeholder Management in Standard Texts
			2.3.2.3 Project Stakeholder Management as a Framework: State of the Art
			2.3.2.4 Synthesis: Project Stakeholder Management as a Framework
		2.3.3 Project Customer Management in Project Management Standard Texts
			2.3.3.1 Introduction
			2.3.3.2 Clients or Customers
			2.3.3.3 Owner
			2.3.3.4 User
			2.3.3.5 Sponsor
			2.3.3.6 Synthesis: Client and Customer Roles in Project Management Standards
		2.3.4 Agile Project Management and Scrum
		2.3.5 Summary: Project Customer and Stakeholder Management
	2.4 Cultural Differences and Intercultural Competencies
		2.4.1 Introduction to Cultural Differences and Intercultural Management
		2.4.2 Models of Cultural Dimensions
			2.4.2.1 Introduction to Cultural Dimensions
			2.4.2.2 Edward T. Hall´s Work on Cultural Difference
			2.4.2.3 Hofstede´s Model of Cultural Dimensions
			2.4.2.4 Trompenaars´ and Hampden-Turner´s Cultural Dimensions
			2.4.2.5 Cultural Dimensions of the GLOBE-Study
			2.4.2.6 Dimensions of Meyer´s Culture Map
			2.4.2.7 Cultural Dimensions and Project Management Behaviors
			2.4.2.8 Cultural Dimensions Synthesis
		2.4.3 Models of Intercultural Competence and Cultural Intelligence
			2.4.3.1 Introduction to Intercultural Intelligence
			2.4.3.2 Frameworks of Cultural Intelligence
			2.4.3.3 Frameworks of Intercultural Competence
			2.4.3.4 Synthesis Cultural Intelligence and Intercultural Competence
		2.4.4 Synthesis: Cultural Differences and Intercultural Competencies
	2.5 State of the Art in Intercultural Project Customer Engagement
		2.5.1 Introduction
		2.5.2 Structured Literature Review Framework
		2.5.3 Process of Literature Review
		2.5.4 Findings of Literature Review: Impact Factors
		2.5.5 State of the Art in Intercultural Project Customer Engagement
	2.6 A Relational Model for Intercultural Project Customer Engagement
		2.6.1 Models, Theories and Impact Factors to Be Included
		2.6.2 Model of Impact Factors for Intercultural Project Customer Engagement
		2.6.3 Hypothesis That Inform the Qualitative and Quantitative Study
Chapter 3: Qualitative Analysis: Intercultural Project Customer Engagement
	3.1 Introduction to Qualitative Analysis
	3.2 Secondary Case Study Analysis
		3.2.1 Methodology
		3.2.2 Deductive Category Application
		3.2.3 Inductive Category Development
		3.2.4 Synthesis of Published Case Study Research
	3.3 Semi-Structured Qualitative Interviews
		3.3.1 Methodological Approach and Selection of Interviewees
		3.3.2 Development and Testing of Interview Guide
		3.3.3 Category Development and Preliminary Findings
			3.3.3.1 Overview and Initial Data Review
			3.3.3.2 Coding Methodology
			3.3.3.3 Presentation and Discussion of Findings: Stage 1
		3.3.4 Category Application and Integration with Model
			3.3.4.1 Methodology and Initial Iteration
			3.3.4.2 Presentation and Discussion of Category System
	3.4 Synthesis: Qualitative Analysis
		3.4.1 Summary of Findings
		3.4.2 Proposal of Relational Model with Impact Factors
		3.4.3 Reassessment of Preliminary Hypotheses
Chapter 4: Delphi Survey: Intercultural Project Customer Engagement
	4.1 Introduction and Selection of Factor Relationships
	4.2 Delphi Study
		4.2.1 Methodology and Questionnaire Development
		4.2.2 Selection and Description of Expert Panel
		4.2.3 Process and Results of Delphi Rounds
			4.2.3.1 First Delphi-Round
			4.2.3.2 Second Delphi-Round
			4.2.3.3 Combined First and Second Round Results
			4.2.3.4 Expert Workshop and Focus Group Discussions
	4.3 Summary of Delphi Results and Focus Group Workshop
Chapter 5: Intercultural Project Customer Engagement: Conclusions
	5.1 Summary of Qualitative and Quantitative Results
	5.2 Contributions to Theory
	5.3 Practical Relevance
	5.4 Limitations and Critical Reflection
	5.5 Research Outlook
Annex: Expressions of Cultural Differences
	Equality vs. Hierarchy
	Individual vs. Group
	Achievement vs. Status/Standing
	Theoretical vs. Pragmatic
	Task vs. Relationship Orientation
	Feminine vs. Masculine
	Conflict vs. Consensus
	Sequential vs. Synchronic
	High vs. Low Context
	Specific vs. Diffuse
	Negative Feedback
	Top-Down vs. Consensual Decision Making
	Long Term Orientation
Bibliography