Conflict-resolving behaviour of project managers in international projects: A culture-based comparative study

The cultural issue is obtaining more and more consideration in international project management and the risky nature of international projects reinforces this consideration. Conflict-resolving behaviour is one of the cultural behaviours that can affect project success. This paper addresses comparative research between Chinese and South African project managers in their conflict-resolving behaviour, as regards certain project activities relating to international projects. The results show that the differences between the conflict-resolving behaviours of the two groups are significant, in terms of project communication, negotiation and conflict-resolution activities. This research will fill a gap in the cross-cultural conflict resolving behaviour comparison study of the international project management arena. The results and suggestions should assist practitioners and researchers involved in international R&D and technologic project management to improve their skills in communication, collaboration and staff training.