Abstract:
This thesis presents a cross-cultural comparative field study of Chinese and
Western managers’ conceptions of their work. The thesis challenges the
assumption that management practice is a generic social reality that may be
transposed from one culture to another. The context for the study is
construction project management, where the assumption of generic cross cultural transposition is currently exemplified by attempts by Western
professional bodies to transpose Western project management standards
and practices into China.
The study applies the research approach known as phenomenography,
previously used in diverse fields to understand the qualitatively different
ways in which people conceive given aspects of their reality. In this thesis
the approach is used to reveal culturally-based differences in conception of
construction management work. Further, because the phenomenographic
approach enables different conceptions of the same kind of work within the
same cultural context to be arranged in a hierarchy of performance the study
provides fresh insight into construction management competence in the two
cultures separately.
Interviews in the workplace with 30 Chinese and 30 UK construction project
managers revealed a hierarchy of three Chinese conceptions (planning and
controlling; coordinating relationships; developing relationships) and a
hierarchy of three UK conceptions (planning and controlling; organising and
coordinating; predicting and managing potential problems). Each conception
includes a different main focus and key attributes that appeared when
project managers experienced and accomplished their work. Differences in
conception reflect not only cultural differences but also different forms of
project management competence within China and the UK.
Three aspects of cultural difference are illuminated (Chinese attention to
relationships; Chinese concern for their company; UK attention to utilising
the project contract). These differences were further reflected in Chinese and
UK project managers’ contrasting conceptions of certain aspects of their
work, including relationship with client, relationship with subcontractors,
relationship with project team, organisational structure preference,
relationship with company, job satisfaction, and claim and conflict resolution.
The findings of this study contribute primarily to the field of cross-cultural
management by demonstrating specific culturally-based differences between
Chinese and UK conceptions of project management work. Two secondary
areas of contribution are (1) the field of management competence, by
providing an interpretive understanding of project management competence
at work; and (2) research methodology for studies in the above two fields, by
applying the phenomenographic approach to the comparison of cultures and
sampling from practicing project managers working in their usual
environment in their respective country. Implications for management
practice are identified, including the need to take account of the impacts of
cultural differences when transferring project management theories and
practices across cultures, and offering a new approach to professional
competence assessment and development, both in China and the UK.