The paper “Implication of Cultural Differences in International Projects” is written by Jewels and Albon published in 2013; has been selected to make critique review taking into consideration the rising importance of cultural differences in international projects. In the chosen paper, some gaps exist that have been mentioned. The findings of the paper have been supported, and some have been contradicted by the help of literature that has been done by other researchers. The paper has limitations in term of general application because only one case study has been considered. Considering only one case is not enough to make authentic conclusion, and experts feedback is not taken which again raise the question of the authenticity of the study. Through the critique review effort to make the better conclusion has been done that can be applied to general international projects.

1. Implication of Cultural Differences in International Projects: Critique review
Adib Chehade
Critique Analysis of Research
Swiss Business School
Feb 19, 2015

2. Implication of Cultural Differences in International Projects: Critique review 2
IMPLICATION OF CULTURAL DIFFERENCES IN INTERNATIONAL PROJECTS:
CRITIQUE REVIEW
ABSTRACT:
The paper “Implication of Cultural Differences in International Projects” is written by Jewels
and Albon published in 2013; has been selected to make critique review taking into consideration
the rising importance of cultural differences in international projects. In the chosen paper, some
gaps exist that have been mentioned. The findings of the paper have been supported, and some
have been contradicted by the help of literature that has been done by other researchers. The
paper has limitations in term of general application because only one case study has been
considered. Considering only one case is not enough to make authentic conclusion, and experts
feedback is not taken which again raise the question of the authenticity of the study. Through the
critique review effort to make the better conclusion has been done that can be applied to general
international projects.
INTRODUCTION:
Expanding activities of the business are giving boost to international projects; organizations seek
to enhance their profits through expanding their operations on international levels due to which
increase in international projects has been observed. However, it has been observed that
management of international projects is not a piece of cake. Management has to do efforts in this
regard, and there are several factors that create a huge influence on the accomplishment of
international projects. One of the major limitations is cultural differences that play a crucial role
in the success and failure of the project. For this reason, it is essential that a worthwhile analysis
be made on the role of cultural differences in international project management.

3. Implication of Cultural Differences in International Projects: Critique review 3
The paper with the title “Implication of Cultural Differences in International Projects” is written
by Jewels and Albon has been chosen by considering the importance of cultural factors have in
international projects. In the chosen article, it has been analyzed that what the cultural difference
make affect on project management in the context of Middle East.
This paper aims to make critique review on the chosen paper and to find the gaps and support or
dispute from the paper’s sayings. For this purpose, literature review has been done in order to
mention the opinions of other researchers in this regard that will help in analyzing the gaps and
authenticity of conclusion. In second section, critique review has been done by proving the point
through literature reviews. Last section is based on the conclusion that summarizes the gaps of
chosen paper.
LITERATURE REVIEWS
It has been encountered that the effectiveness of the project is with other factors also based on
culture of the organization. Management when taking any initiative of starting a project on the
international basis must promote the open-minded culture within the organization due to which
cultural differences can be resolved. Involvement of corporate culture plays a significant role in
international projects (Koster 2009). For a project manager of any project, it is pivotal to have
knowledge of cultural differences in order to cope up with potential conflicts that can occur in
response to globalization of business. The one cultural factor that can make a significant
influence on international project is “communication”. Communication errors and
misinterpretation problems are the common issues that occur due to cultural differences when
international projects take place and such issues most of the time result in project failure. For this
reason, it is essential that managers have the knowledge of international languages that can help

4. Implication of Cultural Differences in International Projects: Critique review 4
in resolving the miscommunication issues and conflict management, which is common in global
projects (Tran & Skitmore, 2002).
It has been identified that impact of cultural differences can be seen at the time of making
contract because different countries due to different cultures perceive the dissimilar meaning of
contract negotiation. For this reason, the contract must be clear, which means all terms and
conditions should be mentioned in the contract (Sennara and Hartman, 2002).
Language has been considered as a critical cultural factor that plays an immense role in the
success of international projects. For this reason, a manager must have a strong command over
the lexis, accent and voice of the country in which project has been conducted (Eberlein, 2008).
It has been realized that low power distance cultures are informal. For this reason, cooperation
with each other is high, and involvement of employees is considered important. In collective
culture due to centralized organizational structure, autocratic management style exist that has
less focus on open communication and sharing (Altinkaya, 2006). Cultural dimensions make a
significant impact on the management style of managers handling international projects. It has
been recognized that in the culture with high uncertainty avoidance, managers avoid conflict
management (Mohammed and White, 2008).
CRITIQUE ANALYSIS:
In the base paper, cultural factors in the context of Middle East have been observed, and IT
project implications have been taken into consideration. However, communication issues make a
significant contribution in all sorts of international projects without in regard to any particular
country. From the analysis of several studies, it has been observed that communication issues
make significant negative impact on international projects, which justifies the conclusion of

5. Implication of Cultural Differences in International Projects: Critique review 5
Jewels and Albon (Tran, & Skitmore, 2002). It has been identified that in a collaborative society,
cooperation with others makes the project successful. However, this is not true completely
because even in independent or individualistic societies. The reason is that because of the
diversity of the workforce cooperation with others and involvement in tasks has become
important to attain common project goals (Koster, 2009). The limitation of Jewels and Albon
research paper is that in the research paper findings have been made through the analysis of
Australia and Taiwan failed IT project. These projects have been taken as a foundation for
analyzing the impact of cultural differences on international information technology projects,
which means, findings cannot be applied to other projects. However, every country has different
cultural factors that make an impact on management of the project. For this reason, the two
country-based analysis are not enough to mention that all projects fail due to these factors. As the
case study has been used to make an analysis and case studies are always limited in value; they
must have considered the prior researches in order to make worthwhile analysis. Second, broader
aspects of project management should have been considered rather consider information
technology project specifically.
In the paper, responses declared the contracting as a critical stage where due to cultural
differences, different meanings are perceived and these remarks get support from prior studies of
Sennara and Hartman; 2002. The paper also considers language as an important tool that can
make a significant impact on the success and failure of international projects and these findings
of the paper are clearly proven by prior researchers (Eberlein, 2008). For this reason, if it is said
that language is a cultural factor, which is applicable then it will not be wrong. The reason is that
in every country language is a social tool that are utilized in the weaving of society. Every
project aims is to serve the demands of society, and to deliver the core values it is essential that

6. Implication of Cultural Differences in International Projects: Critique review 6
managers have a strong hold on the language. For example, when IKEA (a furniture company)
introduced its furniture in America they got failed due to lack of the awareness of cultural
differences. The reason was that Americans were emotionally attached to their old furniture, but
IKEA changed their view by communicating the value of company’s furniture, and it happened
due to the effective utilization of language.
Jewels and Albon in the article mentioned that individualism and collectivism can be considered
and viewed as the power of distance. In addition, they concluded that social societies are more
collaborative and, for this reason, employees cooperate with each other more as compared to
society that caters individualistic culture. However, this statement is not true at general basis
because individualistic culture or lower power of distance culture provides individuals freedom
to work according to their ease. Thus, they have time to cooperate with other. However, in the
collective culture, due to high power distance people may not have time to make a contribution
in others’ tasks; highly individualist countries are still relationship focused (Altinkaya, 2006).
These findings reject the conclusion of chosen paper that in the collective culture based countries
people are cooperative as compared to the individualistic culture. However, it can be said the
individualism is lower in United Arab Emirates but in term of business the culture of the country
is not collectivist.
In a paper it has been mentioned that UAE has high uncertainty avoidance culture, and it is due
to high power distance; employees are not allowed to take the risk and forced to follow the
declared pattern. This statement is in support of prior studies and power of distance makes a
significant impact on the international project’s success. Due to the power of distance, lower
masculinity and individualism, communication issues also occur in international projects. In a
culture with high power distance, the flow of information is immensely influenced and has to

7. Implication of Cultural Differences in International Projects: Critique review 7
face barriers (Reddy, 2011). From the prior researches, it has been analyzed that due to the
power of distance differences expatriates have to face difficulties in managing international
projects (Konanahalli et al., 2012). Paper did not present any clear contradiction against the
statement that high uncertainty avoidanceexistsin United Arab Emiratesand samewith prior
studies. Uncertainty avoidancein any country leadsmanagement to avoiding theapproach of
conflict management (Mohammed and White, 2008). Thiscan result in international project
failure. Thereason isthat in international projectsconflictsoccurrenceiscommon, and the
management of theseconflictsispivotal aswell. However, when managersdo to haveauthority
they do not prefer to resolvetheseconflicts, which result in many other issuesin international
project management.
According to Jewels and Albon (2013), UAE had authoritative management style, high in power
distance, lower individualism but defined the culture socially collaborative in which cooperation
exist. However, in authoritative management style in which power of distance is high
cooperation does not exist, and management does not have concerns regarding employees
(Reddy, 2011).
Gender is not a cultural issue that can be applied to explain the cultural differences and present
vague understanding in a broader dimension; this issue is specified to UAE. Waste and
outsourcing are also the issues that are not applicable to general international project concepts.
In UAE, high power distance culture showed huge gaps between management and lower level
employees. It has been encountered that in the paper (Implication of Cultural Differences in
International Projects) UAE has been mentioned as socially collaborative society. In addition, it
has been described that in such culture, people are cooperative as compared to the individualistic

8. Implication of Cultural Differences in International Projects: Critique review 8
culture. This suggests that supportive management style would be required for collectivist
societies. However, from the analysis of other researchers it has been observed that cooperation
is much more common in an individualist society as compared to collectivistic. The reason is that
in an individualistic culture employees are free to do their work and not pressurized by top
management. Thus, they have time to cooperate with others that is essential for international
projects success. It has been determined that UAE has authoritative management style. Thus, this
means in collectivist societies for being successful rather have supportive management style.
Authoritative management style would be required. This concept is not true because to be
successful in international project conflict management is mandatory that will be only possible if
management has a cooperative relationship with employees. For this reason, for the success of
the international project it must be considered that gaps between the management and employees
are reduced.
In a paper it has been mentioned that the culture of United Arab Emirates is based on high
uncertainty avoidance, which means to be successful in international projects, expatriate
managers should avoid the uncertainty. However, it has been observed that due to the uncertainty
avoidance culture, managers start avoiding the conflict management approach that results in
many other complexities. For this reason, in order to be successful in international projects
management style must not be to avoid the conflict management.
CONCLUSION:
The research reveals several gaps such as a particular case of Taiwan and Australia have been
analyzed which is not appropriate to understand the general concept of cultural differences
because case studies are inadequate in worth. Second, the responses of feedback have been

9. Implication of Cultural Differences in International Projects: Critique review 9
gathered from local university students who did not have practical experience and unaware of
practical issues of international project management. Third, the responses were not based on
general opinions that can be applied to all countries; only UAE cultural factors have been
emphasized. Fourth is that the implication of information technology project had been
considered only. It is essential that these gaps be overcome to present the most general view of
cultural differences in international project management. However, the masculinity perspective
has not been discussed in this paper due to the lack of knowledge of students, which is important
to consider while taking view of such broad concept (cultural differences).

10. Implication of Cultural Differences in International Projects: Critique review 10
References
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Eberlein, M. (2008). Culture as a critical success factor for successful global project management
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Jewels, T., and Albon, R. (2013). Implications Of Cultural Differences In International Projects.
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Konanahalli, A., Oyedele, L. O., Coates, R., von Meding, J., & Spillane, J. (2012). International
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