Twenty-first International Conference on Environmental, Cultural, Economic & Social Sustainability

Abstract

This study provides a theoretical framework for understanding the impact of cultural factors on construction project management in the context of developing countries. A literature review explored cultural factors influencing construction project management in developing countries. We examined key theories and frameworks on cultural dimensions and their impact on project management. The analysis reveals that cultural differences significantly influence construction project management, particularly in developing countries. Cultural values, norms, and preferences influence language barriers, communication styles, and decision-making processes. Unique cultural expectations and hierarchical structures also shape leadership styles. The study concludes that cultural sensitivity and awareness are crucial in project planning and execution to enhance collaboration and mitigate misunderstandings. Recommendations: Recommendations include implementing cross-cultural training programmes for project teams and integrating cultural considerations into project management methodologies. Limitations: The study’s limitations include its reliance on existing literature and the potential lack of generalizability of findings across different cultural contexts. Originality: The originality of this overview lies in its comprehensive synthesis of diverse research findings, shedding light on the underexplored intersection of culture and construction project management. Social implications: This research highlights the importance of fostering inclusive and culturally competent work environments within the construction industry to promote efficiency, effectiveness, and project success.