Building cultural intelligence: insights from project management job advertisements
This paper examines how organisations that conduct worldwide recruitment of project management professionals can derive insight from the cultural preferences stated within project management job advertisements. Drawing on project management practitioner job advertisements placed by 2040 organisation...
Ausführliche Beschreibung
Gespeichert in:
| Autor*in: |
Chipulu, Maxwell [verfasserIn] |
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| Format: |
Artikel |
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| Sprache: |
Englisch |
| Erschienen: |
2016 |
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| Rechteinformationen: |
Nutzungsrecht: © 2015 Taylor & Francis 2015 |
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| Schlagwörter: |
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| Übergeordnetes Werk: |
Enthalten in: Production planning & control - London [u.a.] : Taylor & Francis, 1990, 27(2016), 3, Seite 133-147 |
|---|---|
| Übergeordnetes Werk: |
volume:27 ; year:2016 ; number:3 ; pages:133-147 |
| Links: |
|---|
| DOI / URN: |
10.1080/09537287.2015.1083623 |
|---|
| Katalog-ID: |
OLC1958618896 |
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| 520 | |a This paper examines how organisations that conduct worldwide recruitment of project management professionals can derive insight from the cultural preferences stated within project management job advertisements. Drawing on project management practitioner job advertisements placed by 2040 organisations across seven countries and seven industries, we employ Hofstede's national cultural framework to categorise cultural preferences which the organisations persistently replicate in their specifications of desired candidate project management practitioner competency. To map global trends and national variations, data analysis is undertaking and utilising exploratory data analysis, Poisson regression and negative binomial regression are used. The paper finds that specific national cultural dimensions - 'Collectivism', 'Uncertainty Avoidance' and, to a lesser extent, 'Power Distance' - are the most salient cultural denominators for advertised project management positions, while this is not the case with 'Masculinity' and 'Individualism'. The findings raise issues about which organisations should seek to become more culturally intelligent, and which relate to the adaptiveness of the cultural preferences that they articulate through their job advertisements, both to project tasks and to cultural contexts for projects. | ||
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10.1080/09537287.2015.1083623 doi PQ20160617 (DE-627)OLC1958618896 (DE-599)GBVOLC1958618896 (PRQ)c1266-4b4a1e851c4cd8fb694b069de723e1f3582fbd37ed3c1c3a558fd31a1136a5380 (KEY)0189530320160000027000300133buildingculturalintelligenceinsightsfromprojectman DE-627 ger DE-627 rakwb eng 004 670 DNB Chipulu, Maxwell verfasserin aut Building cultural intelligence: insights from project management job advertisements 2016 Text txt rdacontent ohne Hilfsmittel zu benutzen n rdamedia Band nc rdacarrier This paper examines how organisations that conduct worldwide recruitment of project management professionals can derive insight from the cultural preferences stated within project management job advertisements. Drawing on project management practitioner job advertisements placed by 2040 organisations across seven countries and seven industries, we employ Hofstede's national cultural framework to categorise cultural preferences which the organisations persistently replicate in their specifications of desired candidate project management practitioner competency. To map global trends and national variations, data analysis is undertaking and utilising exploratory data analysis, Poisson regression and negative binomial regression are used. The paper finds that specific national cultural dimensions - 'Collectivism', 'Uncertainty Avoidance' and, to a lesser extent, 'Power Distance' - are the most salient cultural denominators for advertised project management positions, while this is not the case with 'Masculinity' and 'Individualism'. The findings raise issues about which organisations should seek to become more culturally intelligent, and which relate to the adaptiveness of the cultural preferences that they articulate through their job advertisements, both to project tasks and to cultural contexts for projects. Nutzungsrecht: © 2015 Taylor & Francis 2015 cultural intelligence cultural values Project management Ojiako, Udechukwu oth Marshall, Alasdair oth Williams, Terry oth Neoh, Jun Guan oth Mota, Caroline oth Shou, Yongyi oth Enthalten in Production planning & control London [u.a.] : Taylor & Francis, 1990 27(2016), 3, Seite 133-147 (DE-627)130909335 (DE-600)1048197-7 (DE-576)025180657 0953-7287 nnns volume:27 year:2016 number:3 pages:133-147 http://dx.doi.org/10.1080/09537287.2015.1083623 Volltext http://www.tandfonline.com/doi/abs/10.1080/09537287.2015.1083623 GBV_USEFLAG_A SYSFLAG_A GBV_OLC SSG-OLC-TEC SSG-OLC-MAT SSG-OLC-WIW GBV_ILN_26 GBV_ILN_70 GBV_ILN_2020 GBV_ILN_2241 AR 27 2016 3 133-147 |
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10.1080/09537287.2015.1083623 doi PQ20160617 (DE-627)OLC1958618896 (DE-599)GBVOLC1958618896 (PRQ)c1266-4b4a1e851c4cd8fb694b069de723e1f3582fbd37ed3c1c3a558fd31a1136a5380 (KEY)0189530320160000027000300133buildingculturalintelligenceinsightsfromprojectman DE-627 ger DE-627 rakwb eng 004 670 DNB Chipulu, Maxwell verfasserin aut Building cultural intelligence: insights from project management job advertisements 2016 Text txt rdacontent ohne Hilfsmittel zu benutzen n rdamedia Band nc rdacarrier This paper examines how organisations that conduct worldwide recruitment of project management professionals can derive insight from the cultural preferences stated within project management job advertisements. Drawing on project management practitioner job advertisements placed by 2040 organisations across seven countries and seven industries, we employ Hofstede's national cultural framework to categorise cultural preferences which the organisations persistently replicate in their specifications of desired candidate project management practitioner competency. To map global trends and national variations, data analysis is undertaking and utilising exploratory data analysis, Poisson regression and negative binomial regression are used. The paper finds that specific national cultural dimensions - 'Collectivism', 'Uncertainty Avoidance' and, to a lesser extent, 'Power Distance' - are the most salient cultural denominators for advertised project management positions, while this is not the case with 'Masculinity' and 'Individualism'. The findings raise issues about which organisations should seek to become more culturally intelligent, and which relate to the adaptiveness of the cultural preferences that they articulate through their job advertisements, both to project tasks and to cultural contexts for projects. Nutzungsrecht: © 2015 Taylor & Francis 2015 cultural intelligence cultural values Project management Ojiako, Udechukwu oth Marshall, Alasdair oth Williams, Terry oth Neoh, Jun Guan oth Mota, Caroline oth Shou, Yongyi oth Enthalten in Production planning & control London [u.a.] : Taylor & Francis, 1990 27(2016), 3, Seite 133-147 (DE-627)130909335 (DE-600)1048197-7 (DE-576)025180657 0953-7287 nnns volume:27 year:2016 number:3 pages:133-147 http://dx.doi.org/10.1080/09537287.2015.1083623 Volltext http://www.tandfonline.com/doi/abs/10.1080/09537287.2015.1083623 GBV_USEFLAG_A SYSFLAG_A GBV_OLC SSG-OLC-TEC SSG-OLC-MAT SSG-OLC-WIW GBV_ILN_26 GBV_ILN_70 GBV_ILN_2020 GBV_ILN_2241 AR 27 2016 3 133-147 |
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10.1080/09537287.2015.1083623 doi PQ20160617 (DE-627)OLC1958618896 (DE-599)GBVOLC1958618896 (PRQ)c1266-4b4a1e851c4cd8fb694b069de723e1f3582fbd37ed3c1c3a558fd31a1136a5380 (KEY)0189530320160000027000300133buildingculturalintelligenceinsightsfromprojectman DE-627 ger DE-627 rakwb eng 004 670 DNB Chipulu, Maxwell verfasserin aut Building cultural intelligence: insights from project management job advertisements 2016 Text txt rdacontent ohne Hilfsmittel zu benutzen n rdamedia Band nc rdacarrier This paper examines how organisations that conduct worldwide recruitment of project management professionals can derive insight from the cultural preferences stated within project management job advertisements. Drawing on project management practitioner job advertisements placed by 2040 organisations across seven countries and seven industries, we employ Hofstede's national cultural framework to categorise cultural preferences which the organisations persistently replicate in their specifications of desired candidate project management practitioner competency. To map global trends and national variations, data analysis is undertaking and utilising exploratory data analysis, Poisson regression and negative binomial regression are used. The paper finds that specific national cultural dimensions - 'Collectivism', 'Uncertainty Avoidance' and, to a lesser extent, 'Power Distance' - are the most salient cultural denominators for advertised project management positions, while this is not the case with 'Masculinity' and 'Individualism'. The findings raise issues about which organisations should seek to become more culturally intelligent, and which relate to the adaptiveness of the cultural preferences that they articulate through their job advertisements, both to project tasks and to cultural contexts for projects. Nutzungsrecht: © 2015 Taylor & Francis 2015 cultural intelligence cultural values Project management Ojiako, Udechukwu oth Marshall, Alasdair oth Williams, Terry oth Neoh, Jun Guan oth Mota, Caroline oth Shou, Yongyi oth Enthalten in Production planning & control London [u.a.] : Taylor & Francis, 1990 27(2016), 3, Seite 133-147 (DE-627)130909335 (DE-600)1048197-7 (DE-576)025180657 0953-7287 nnns volume:27 year:2016 number:3 pages:133-147 http://dx.doi.org/10.1080/09537287.2015.1083623 Volltext http://www.tandfonline.com/doi/abs/10.1080/09537287.2015.1083623 GBV_USEFLAG_A SYSFLAG_A GBV_OLC SSG-OLC-TEC SSG-OLC-MAT SSG-OLC-WIW GBV_ILN_26 GBV_ILN_70 GBV_ILN_2020 GBV_ILN_2241 AR 27 2016 3 133-147 |
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Building cultural intelligence: insights from project management job advertisements |
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building cultural intelligence: insights from project management job advertisements |
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Building cultural intelligence: insights from project management job advertisements |
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This paper examines how organisations that conduct worldwide recruitment of project management professionals can derive insight from the cultural preferences stated within project management job advertisements. Drawing on project management practitioner job advertisements placed by 2040 organisations across seven countries and seven industries, we employ Hofstede's national cultural framework to categorise cultural preferences which the organisations persistently replicate in their specifications of desired candidate project management practitioner competency. To map global trends and national variations, data analysis is undertaking and utilising exploratory data analysis, Poisson regression and negative binomial regression are used. The paper finds that specific national cultural dimensions - 'Collectivism', 'Uncertainty Avoidance' and, to a lesser extent, 'Power Distance' - are the most salient cultural denominators for advertised project management positions, while this is not the case with 'Masculinity' and 'Individualism'. The findings raise issues about which organisations should seek to become more culturally intelligent, and which relate to the adaptiveness of the cultural preferences that they articulate through their job advertisements, both to project tasks and to cultural contexts for projects. |
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This paper examines how organisations that conduct worldwide recruitment of project management professionals can derive insight from the cultural preferences stated within project management job advertisements. Drawing on project management practitioner job advertisements placed by 2040 organisations across seven countries and seven industries, we employ Hofstede's national cultural framework to categorise cultural preferences which the organisations persistently replicate in their specifications of desired candidate project management practitioner competency. To map global trends and national variations, data analysis is undertaking and utilising exploratory data analysis, Poisson regression and negative binomial regression are used. The paper finds that specific national cultural dimensions - 'Collectivism', 'Uncertainty Avoidance' and, to a lesser extent, 'Power Distance' - are the most salient cultural denominators for advertised project management positions, while this is not the case with 'Masculinity' and 'Individualism'. The findings raise issues about which organisations should seek to become more culturally intelligent, and which relate to the adaptiveness of the cultural preferences that they articulate through their job advertisements, both to project tasks and to cultural contexts for projects. |
| abstract_unstemmed |
This paper examines how organisations that conduct worldwide recruitment of project management professionals can derive insight from the cultural preferences stated within project management job advertisements. Drawing on project management practitioner job advertisements placed by 2040 organisations across seven countries and seven industries, we employ Hofstede's national cultural framework to categorise cultural preferences which the organisations persistently replicate in their specifications of desired candidate project management practitioner competency. To map global trends and national variations, data analysis is undertaking and utilising exploratory data analysis, Poisson regression and negative binomial regression are used. The paper finds that specific national cultural dimensions - 'Collectivism', 'Uncertainty Avoidance' and, to a lesser extent, 'Power Distance' - are the most salient cultural denominators for advertised project management positions, while this is not the case with 'Masculinity' and 'Individualism'. The findings raise issues about which organisations should seek to become more culturally intelligent, and which relate to the adaptiveness of the cultural preferences that they articulate through their job advertisements, both to project tasks and to cultural contexts for projects. |
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Building cultural intelligence: insights from project management job advertisements |
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