With the increasing trend of globalization, the impact of globalization has lead to a fast changing environment the boundaries for business is diminishing day by day so is the movement of people between different countries and cultures. The requirements of multinational organizations like expansion plans in international market has continuingly increased the need to understand the cultural dimensions of different countries to achieve better results. Therefore the companies are required to understand a national culture’s impact on areas like communication in multicultural teams in different countries which has a high degree of effect on team performance. So our research question revolves around this topic as “How does culture influence communication in multi cultural teams”. This thesis makes an attempt to investigate the influence of national cultures on communication in project teams in China and India by focusing on construction industry based on a number of factors including Hofstede’s (1980) cultural dimensional framework. The researchers intend to explore the cultural factors having major impact on communication in multicultural project teams of both countries. Throughout our research and study, useful lessons on national cultures impact on communication can be drawn for multicultural project team in China and India…
Contents
SECTION 1: INTRODUCTION
1.1 BACKGROUND
1.2CONSTRUCTION INDUSTRY IN DEVELOPING COUNTRIES
1.3 RESEARCH OBJECTIVES
SECTION 2: RESEARCH METHODOLOGY
2.1 INTRODUCTION
2.2 RESEARCH PHILOSOPHY
2.3 RESEARCH APPROACH
2.4 RESEARCH STRATEGY:
2.5 RESEARCH PROCESS
2.6 RESEARCH TOOLS: INTERVIEWS
2.7 INTERVIEWS AS THE MAIN TOOL FOR RESEARCH
2.8 SEMI- STRUCTURED INTERVIEW
2.9 DATA COLLECTION Primary Data
2.9.1 Chinese Company 1 (CC1)
2.9.2 Indian Company 1 (IC1)
SECONDARY DATA
2.10 RELIABILITY AND VALIDITY OF RESEARCH
SECTION 3: LITERATURE REVIEW
3.1 CULTURE
3.2 DIFFERENT MEANINGS OF CULTURE
3.3 HALL’S PARADIGM FOR INTERCULTURAL COMMUNICATION
3.4 TROMPENAARS AND HAMPDEN’S CULTURAL FRAMEWORK
3.5 HOFSTEDE’S CULTURAL FRAMEWORK
3.6 APPLICATIONS OF HOFSTEDE’S FRAMEWORK
3.7 CRITICISM ON CULTURAL THEORIES
3.8 VIEWS FROM OTHER CULTURAL EXPERTS
3.9 SUMMARY ON CULTURE
3.10 REASONS FOR CHOOSING HOFSTEDE’S FIVE DIMENSIONS MODEL FOR OUR RESEARCH
3.11 ANALYZING CHINA AND INDIA BASED ON HOFSTEDE’S DIMENSIONS
3.12 COMMUNICATION
3.13 BUSINESS COMMUNICATION
3.14 CULTURE AND COMMUNICATION
3.15 INTERCULTURAL COMMUNICATION
3.16 ORIGIN OF INTERCULTURAL COMMUNICATION RESEARCH
3.17 INTERCULTURAL COMMUNICATION AND CROSS CULTURAL COMMUNICATION
3.18 SUMMARY ON COMMUNICATION
3.19 CULTURAL FACTORS AFFECTING COMMUNICATION
3.20 INTERCULTURAL COMMUNICATION IN MULTINATIONAL ORGANIZATIONS
3.21 INTERCULTURAL COMMUNICATION IN MULTINATIONAL ORGANIZATIONS IN CONSTRUCTION SECTOR
3.22 OVERALL SUMMARY
3.23 KNOWLEDGE GAP AND SUMMARY
SECTION 4: EMPIRICAL OBSERVATION
4.1 INTRODUCTION
4.2 AREA OF RESEARCH
4.3 CONSTRUCTION SECTOR OVERVIEW OF EMERGING ECONOMIES
4.3.1 Overview of Chinese Construction Sector
4.3.2 Overview of Indian Construction Sector
SECTION 5: ANALYSIS OF DATA
5.1 INTRODUCTION
5.2CLASSIFICATION OF DATA
5.3 NATIONAL CULTURE IN CHINA AND INDIA
5.3.1 Individualism
5.3.2 Power distance
5.3.3 Masculine
5.3.4 Long term and short term orientation
5.3.5Uncertainty avoidance
5.4 EFFECTS ON COMMUNICATION
5.4.1 Effects on communication by individualism
5.4.2 Effects on communication by power distance
5.4.3 Effects of masculine and feminine dimension on communication
5.4.4 Effects on uncertainty avoidance on communication
5.4.5 Effect of high context low context on communication
5.4.6 Effect of relationships on communication
5.4.7 Effect of means of communication
5.4.8 Use of non-verbal communication
5.4.9 Miscommunication
5.4.10 Training for intercultural communications
5.5 COMPARISON OF CHINA AND INDIA ON CULTURAL EFFECTS
SECTION 6: CONCLUSION
6.1 INTRODUCTION
6.2 FINDINGS
6.3 THEORETICAL IMPLICATIONS
6.4 MANAGERIAL IMPLICATION
6.5 LIMITATIONS
6.6 RECOMMENDATION FOR FUTURE RESEARCH
REFERENCES
APPENDIX
Author: Ongwatana, Pongpranod,Chordia, Gaurav
Source: Umea University
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