A retrospective critic Re-Debate on Stakeholders’ resistance checklist in software project management within multi-cultural, multi-ethnical and cosmopolitan society context: The Malaysian experience

Figures & data

Table 1. Studies which are of central importance in cultural issues in project management

Cultural and ethnical symptoms	Studies
Project failure	(Dinsmore, 1984; Jaeger & Kanungo, 1990; Muriithi & Crawford, 2003; Verma, 1995)
Conflict resolution	(Chen & Partington, 2004; Foster, 1992; Gobeli et al., 1998; Pinto & Slevin, 1988; Schneider & De Meyer, 1991)
Risk management	(Low & Leong, 2000; Pan & Zbang, 2004; Wang & Liu, 2007)
Leadership and empowerment	(Andersen, 2003; Chen & Partington, 2004; Downes et al., 2002; Firth & Krut, 1991; Müller & Turner, 2004)
Business relationships	(Low & Leong, 2000; Pan & Zbang, 2004; Wang & Liu, 2007)
Teamwork	(Chen & Partington, 2004; Low & Leong, 2000; Mead, 1998; Wang & Liu, 2007)
Cultural awareness	(Henrie & Sousa-Poza, 2005; Kendra & TapUn, 2004; Shore & Cross, 2005; Vaupel & Schmoike, 2000)

Figure 1. Research Design & Plan (Kothari, 2004).

Figure 2. Resistance checklists; sources perspectives (Vrhovec et al., 2015).

Table 2 Countries and project communication preferences source: Ralf Mueller and Rodney Turner, “cultural differences in project owner-project manager communications” (Mueller & Turner, 2004)

Country group	Preferences
Japan, Taiwan and Brazil, Japan, Taiwan and Brazil	Face-to-face, analytical at milestones
Hungary and India	Written status reports, fixed intervals
Netherlands and Germany	Detailed progress reports, fixed intervals
Australia, United States, Canada, New Zealand, United Kingdom, and Sweden	Continuous phone updates with written backup

Table 3 Culture gap tool source (Koster, 2010)

	Bio-polar cultural dimensions
Equality	Managing risk and uncertainty, defining & planning the project, organizing the project leading and managing the team, communicating, co-operating	Hierarchy
Embracing risks	Defining the project managing risk and uncertainty, planning the project, organizing the project, implementing & controlling	Avoiding risks
Individual	Managing risk, organizing projects, implementing & controlling, motivating and leading the team learning	Group
Universal	Matching strategy with projects, defining the project, planning the project, implementing & controlling, learning	Circumstantial
Task	Managing stakeholders, planning the project, implementing & controlling, leading and managing the team learning	Relationship
Achievements	Planning the project, organizing the project, implementing & controlling, motivating and leading the team	Standstill status
Conflict	Defining the scope, leading and managing the team, communicating, co-operating	Consensus
Theoretical	Planning the project, executing & controlling the project learning	Pragmatic
Sequential	Defining the project, planning the project, implementing & controlling	Synchronic

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