Author ORCID Identifier
http://orcid.org/0000-0003-3009-985X
Document Type
Other
Disciplines
Cultural and economic geography, Other social sciences
Abstract
The purpose of this study is to investigate current academic thinking regarding how cultural differences impact transformation success. It analyses cultural dimensions and other factors and how they correlate to project management. Using SCOPUS as a search engine, peer-reviewed academic papers from the period 2019-2023 were analysed as part of a systematic literature review. Results were gathered and grouped into themes as well as cultural dimensions for in-deep analysis and discussion. The results of this study found consensus on the negative impact of cultural diversity on project outcomes, but a significantly lower level of agreement with respect to the specifics of the impacts. Hofstede’s dimensions of culture remain the most cited, but lack relatability. On the contrary, our results show that there is much more clarity regarding the type of actions recommended in order to mitigate the cultural issues raised. Furthermore, the identified findings related to recommended actions used to overcome the cultural-diversity-related issues have also shown that such actions can be successfully applied and assessed, with a relatively high level of confidence, regardless of the specific industry and/or organisational structure.
DOI
https://doi.org/10.21427/ppye-q955
Recommended Citation
Searing, Mark and Portillo-Dominguez, A.Omar, "A Systematic Literature Review Exploring how the Diversity of National Cultures Impact the Transformation Success in Organisations" (2024). Other. 8.
https://arrow.tudublin.ie/buschrsmoth/8
Funder
Not Applicable (no funder exists)
Creative Commons License
This work is licensed under a Creative Commons Attribution-NonCommercial-Share Alike 4.0 International License.
Publication Details
Searing, M., Portillo-Dominguez, A.O. (2024). A Systematic Literature Review Exploring how the Diversity of National Cultures Impact the Transformation Success in Organisations.
doi:10.21427/ppye-q955