Global projects: Strategic perspectives

SummaryMost project management research to date has developed extended theories and concepts that de-contextualize projects from their cultural and institutional surroundings. Such de-contextualization tends to highlight instrumental factors and considerations, while at the same time downplaying norms, practices, ideologies, and other cultural, institutional and psychological effects related to projects and their management. We claim that cultural and institutional variation becomes significant in relation to what we call “global projects”. These are large-scale and complex business or military ventures and engineering projects that involve participants from more than one country, and require participants to negotiate great geographical distances and cultural and institutional differences. Global projects often carry high expectations to resolve local and global ills. They have also been criticized for some perceive as managerial shortcomings. To date, little research knowledge exists on global projects. With the goal of improving project performance and increasing understanding of debates concerning ways that global projects are managed – and resolving at least some of these debates – we review in this introductory article the editorial starting points and the research articles of this special issue, as well suggest further research and draw conclusions. The introductory editorial article ends with suggestions for future research.