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Title Page
Contents
Abstract 10
Definitions and Acronyms 11
Chapter one: Research Introduction 14
1.1. Research Background 14
1.2. Research justification 15
1.3. Research question 15
1.4. Research objectives 16
1.5. Research scope 16
1.6. Research Knowledge Contribution 17
1.7. Thesis structure 18
Chapter Two: Research Literature Review 19
2.1. Introduction 19
2.2. Project management 19
2.2.1. Global Project Management 20
2.2.2. Project manager 22
2.2.3. Global Project Managers 23
2.3. Communication in Project Management 30
2.4. Intercultural Communication 33
2.4.1. Culture 34
2.4.2. Host national culture 36
2.4.3. Organizational culture of the project manager 36
2.4.4. Local industry culture 37
2.4.5. Project culture 37
2.5. Theories in Intercultural Communication 39
2.6. Theories of Cross-Cultural Communication 41
2.7. Challenges in Cross-Cultural Communication 44
Chapter Three: Research Methodology 48
3.1. Introduction 48
3.2. Research Design 48
3.3. Research Participants 49
3.4. Demographic Data 50
3.5. Method 51
3.5.1. In-depth interviews 51
3.5.2. Focus groups 53
3.6. Results 55
3.6.1. In-depth interviews 55
3.6.2. Focus groups 61
Chapter Four: Research Discussion and Implication 65
4.1. Discussion 65
4.2. Research Finding and Implication 67
4.2.1. In-depth interviews 67
4.2.2. Focus groups 70
Chapter Five: Research Conclusion 73
5.1. Objective of the research 73
5.2. Method 73
5.3. Final conclusions 74
5.4. Recommendations 75
5.5. Research Limitations 76
5.6. Knowledge Contribution 77
5.7. Suggestions for Future Research 77
Appendix 79
References 91
Table 1.1: Demographic data 50
Table 2.1: Questions used for data collection 52
Table 3.1: Cognitive CQ Statements 54
Table 3.2: Physical CQ Statements 54
Table 3.3: Emotional and Motivational CQ Statements 55
Table 4.1: The In-depth interviews' results 59
Figure 1.1: Dimensions of global projects 84
Figure 2.1: Emotional Intelligence 84
Figure 2.2: Cultural Intelligence 28
Figure 2.3: Competences 30
Figure 3.1: Cultural Dimensions 38
Figure 4.1: Korean PM Cognitive CQ 61
Figure 4.2: Saudi PM Cognitive CQ 62
Figure 4.3: Korean PM Physical CQ 62
Figure 4.4: Saudi PM Physical CQ 62
Figure 4.5: Korean PM Emotional/Motivational CQ 63
Figure 4.6: Saudi PM Emotional/Motivational CQ 63
Figure 4.7: Saudi and Korean PM Cultural Intelligence Level 63
Figure 5.1: Saudi and Korean PM Knowledge of Cultural Dimensions effects on Intercultural communication 57
Figure 5.2: Saudi and Korean PM Knowledge of the required skills for PM in global projects 58
Figure 5.3: Saudi and Korean PM Assessment of their Intercultural communication skills 58
Figure 5.4: Barriers to Intercultural communication 58
Figure 5.5: Strategies to solve Intercultural Communication Barriers 59
Figure 5.6: Saudi and Korean PM preferred Intercultural Communication Training Mode 59
Figure 6.1: Effective Intercultural Communication Model 66
초록보기 더보기
Communication is the vital element for successful collaboration between a project's team members. It is not any longer a matter of course that project members are located at one site: new demands for fast and efficient exchange of information arise. This thesis analyses project related intercultural communicational aspects and its importance for project managers regarding collaboration and knowledge management. Moreover, it compares between Saudi and Korean project managers' competency level of their intercultural communication and their role in maintaining a successful intercultural communication that is undeniably an important factor in delivering an efficient and successful project's outcomes.
This thesis investigates Saudi as well as Korean project managers' intercultural communication competence (knowledge, skill and attitude) through emotional intelligence skills and cultural intelligence components, exploring some cultural elements that can affect communication and cause challenges facing intercultural communication and finally suggesting some effective strategies to solve those challenges. This Thesis is set within Project management intercultural communication context.
Based on the focus groups and in-depth interviews, the research concludes that Saudi and Korean project managers are in need for some improvements in emotional intelligence skills and cultural intelligence components, thus making them less competent in intercultural communication. Participants in the interviews distinguished that cultural dimensions of host national culture, organizational culture and industry culture are vital factors influencing communication in the delivery of global project. Nevertheless, challenges to intercultural communication can be demolished when using some of the best practices used by Saudi and Korean project managers like using local assistants and conducting meetings and workshops/training sessions. Moreover, Effective training especially on cross-cultural communication attributes is recommended by this thesis.
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