National culture differences in project management: Comparing British and Arab project managers' perceptions of different planning areas

The influence of National Culture (NC) on Project Management (PM) and specifically project planning is not well understood. We report the results of an empirical study of British and Arab project managers in the United Arab Emirates (UAE). A structured survey method was used to investigate NC and the integrity of Planning processes. Differences between the Arab and British attitudes and perceptions of planning were analysed using Mann–Whitney U tests and Independent t-tests. Ratings in Scope, Time planning, Innovation/Technology, Integration, and Communication variables significantly differed between both groups, with the Arab group rating Communication higher and the British group rating the remaining variables higher. Hypothesised relationships on NC differences were supported for Scope, Time planning, Integration and Innovation/Technology. Since they rated the integrity of planning practices differently we conclude that NC influences the way a project manager understands the planning stage of the project.

► Cultural orientations differ for Arab and British groups. ► British and Arab ratings varied for the global variable Planning. ► Group ratings vary for Scope, Time, Integration, Innov/Tech, and Communication. ► Several NC variables and Planning variables positively/negatively correlate.