|Author's Email Address
||This thesis had been viewed 5575 times. Download 0 times.|
||Master of Business Administration Program in International Business|
|Type of Document
||The Process of High-Tech Project Management in Cross-Culture Perspective|
|Date of Defense
||The goal of this research is to understand the value of Cultural Intelligence (CQ) and how it leads a boundary spanner toward project success. Serendipity is such that a person who has a relatively low cross-cultural background can also perform well in a CQ evaluation. A CQ scale is used to determine a boundary spanner’s level of CQ. A survey of ten boundary spanners’ cultural backgrounds has been conducted drawing on in-depth single case analysis of cross-cultural project management. Differences in leadership styles can be identified to find out the practical implications.|
This research declares six propositions as follows:
1. In a virtual work setting, project managers often face uncertainties that require immediate attention. An effective way to work out solutions and facilitate agreement is to utilize ICT tools.
2. High CQ boundary spanners are beneficial for project management by knowing cultural weaknesses. They are capable of discovering and bridging communication gaps and use better understanding to clarify communication ambiguity.
3. Young people have a higher potential to enhance their CQ level.
4. The interaction between cross-cultural experience and Cultural Intelligence is positively correlated.
5. CQ enhancement is subject to changing lifestyle and frequent interaction with unfamiliar cultures, but not limited to, an increase in any single CQ dimension.
6. Companies in different developmental stages reflect the diversity in Western, Chinese, and Taiwanese leadership styles, and there are significant differences in business engagement and decision making.
||Ming-Chu Yu - chair|
Christina Y.P. Wang - co-chair
Bih-Shiaw Jaw - advisor
Indicate in-campus at 99 year and off-campus access at 99 year.|
|Date of Submission