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Identifying cultural difference in R&D project for performance improvement: A field study

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  • S. X. Zeng
  • X. M. Xie
  • C. M. Tam
  • P. M. Sun

Abstract

In recent years, some large multinational companies have begun moving their R&D centers to China. As a result, cross‐cultural management for R&D projects becomes challenging due to the cultural diversity. Based on the technique of relative importance index (RII), this study examines the gaps between the Chinese and Western cultures in R&D projects for multinational firms. The findings show there is a significant difference between Chinese and Western cultures. The top five factors transformed into self‐reflection statements include: 1) You could accept your manager criticizing your mistake in public; 2) You avoid any conflict with your manager; 3) Objective of the project is the target for the whole project group; 4) You do not mind the methods for your performance evaluation; and 5) You pay greater attention to improve “relationship” among colleagues. Overall, these findings reveal managerial implications for R&D managers that the need to recognize and manage cultural difference is an important component in cross‐cultural project management.

Suggested Citation

  • S. X. Zeng & X. M. Xie & C. M. Tam & P. M. Sun, 2008. "Identifying cultural difference in R&D project for performance improvement: A field study," Journal of Business Economics and Management, Taylor & Francis Journals, vol. 10(1), pages 61-70, November.
    • Handle: RePEc:taf:jbemgt:v:10:y:2008:i:1:p:61-70
    DOI: 10.3846/1611-1699.2009.10.61-70
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    References listed on IDEAS

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