Multiculturalism Issues: Literature Review and Methodology

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Table of Contents

Literature Review
Resolving the Issue
Methodology
Consent Form
Reference List

Literature Review

Introduction to Literature

This section reviews and evaluates literature and theories regarding transnational project management as well as the various issues that often come up when it comes to managing regional teams that have different business cultures and work ethics. It is anticipated that through this section, an understanding of proper methods of conflict mitigation for different regional teams can be created which can help considerably when it comes to evaluating the results of the study and developing proper recommendations.

Limitations of the study

Overall, the data-collection process is not expected to be overly difficult; however, some challenges may be present in collecting information from the various companies that would be needed for this paper. This difficulty can be overcome by presenting a letter, backed by the professor of the researcher, in which the details of research project will be outlined and a thorough explanation be given as well that would assure the company that no personally identifiable information or any trade secrets will be asked for by the researcher. Aside from this, access to online academic resources such as the EBSCO, JSTOR as well as other such online databases should have all the necessary information for the document analysis portion of the study. If they should prove to be relevant, various books will also be included in the study on an “as needed basis”. Furthermore, information from various websites should prove to be useful when it comes to steering the study towards the correct literature or arguments to advocate.

Understanding the Origin of the Issue

First and foremost, what must be understood is that through globalization, international expansion and the process of outsourcing, work teams within companies are no longer isolated to merely being within the same building or even in the same country, instead they are now scattered across countries and business cultures which present day project management practices need to take into consideration (Ochieng & Price 2010). The reason why this is important is due to the fact that work teams are the backbone of any project wherein through the utilization of a variety of management practices these teams are the basis by which any project reaches its completion (Stahl, Mäkelä, Zander & Maznevski 2010). However, due to the nature of transnational operations, it becomes immediately obvious that creating a harmonious method of cooperation, collaboration and communication is easier said than done (Stahl, Maznevski, Voigt & Jonsen 2010).

For instance, one clear example showing just how difficult it is to manage teams across borders can be seen in the case of Microsoft and the development process that surrounded its Windows Vista operating system which was widely criticized due to its flawed design and the fact that the process that went into its creation was fraught with considerable delays and errors (Winkler & Bouncken 2011). The problem faced by Microsoft at the time was due to the different coding procedures utilized by each regional technical team (those in the U.S. and those in India) which, along with the time difference, business culture and sheer distance involved, created numerous issues resulting in a flawed design that was later improved upon when Microsoft released its Windows 7 operating system. Winkler & Bouncken explains that the identified issues were due to problems in effective management practices in helping to consolidate efforts across different borders and cultures. The end result was that the different work teams simply did not collaborate, communicate or cooperate properly with each other which in turn caused the project to be bogged down due to programming errors and delays in development. What this case example shows is that effective management practices in mitigating the issues surrounding transnational project development is essential since different regional teams cannot be expected to automatically get along and collaborate properly without the correct kind of practices in place to actually facilitate this method of cooperation.

Issues with Transnational Projects: Problems with Distance

While this paper has so far detailed the issues that normally come about as a direct result of a multicultural workforce for transnational projects, it should be noted though that working across boundaries such as distance and business culture is actually advantageous for any company since this allows it to take advantage of lower employment costs in certain countries as well as enables it to access new markets. However, the fact remains that along with such advantages comes distinct disadvantages which come in the form of ill-suited management practices in dealing with a multicultural workforce (White 2014). Based on what has been presented so far, it becomes immediately obvious that management practices for transnational projects need to facilitate better collaboration and communication between global teams despite the distances and diverse cultural differences involved (Hosseini, Zuo, Chileshe, & Baroudi 2013).

Some of the possible methods that could be implemented in order to resolve the aforementioned issues could come in the form of team exchange programs, implementing methods of open communication between teams located within the U.S. and those within other countries and facilitating better cooperation through the development of cultural understanding regarding how particular business cultures work overseas (Rasmussen, Nichols & Ferguson 2006). Unfortunately, as mentioned within the start of this section, this is easier said than done. While the various strategies detailed by Palmer & Varner (2007) do have a considerable degree of merit when it comes to resolving the identified issues, simply telling people to cooperate and communicate with each other in order to facilitate better inter-team collaboration simply is not that easy (Brett, Behfar & Kern 2006).

There are a myriad number of concerns that project managers need to deal with when it comes to such issues. For example, when looking the sheer distance involved between different teams, it is inevitable that communication issues would arise when it comes to planning out how particular projects are supposed to be implemented (Connaughton & Shuffler 2007). Simply put, some people are simply not available when other people are and, as such, this results in the need to devise either a schedule for communication or adjusting the entire work schedule associated with the project in order to ensure that things operate smoothly (Managing Multicultural Teams 2006). One example of such an adjustment in practice can be seen in the case of the Philippines and its call center industry wherein due to the time difference the CSRs (Customer Service Representatives) within the Philippines are placed on a night shift so that they can communicate with their counterparts in the U.S. to resolve some customer related issues (Alexei & Richard 2004). A similar system can also be implemented when it comes to transnational projects but it is still entirely dependent on how the project manager perceives the needs of the operation and the type of communicative process that would need to be implemented (Ochieng, Price, Ruan, Egbu & Moore 2013).

Issues with Transnational Projects: Disadvantages of Multiculturalism

One of the inherent challenges involving multiculturalism is in creating channels of communication for a particular project. A channel of communication can be considered as a cornerstone of any successful business when it comes to having a multicultural environment since it entails the use of additional practices to ensure that messages are delivered correctly across different ethnicities and cultures (Huang, Cerekovic, Pandzic, Nakano & Nishida 2009). What must be understood is that employees that come from different cultures tend to perceive messages in many different ways due to the unique quirks of their method of understanding. Some messages are at times interpreted as insulting and vice-versa and, as such, it is important to implement methods of communication that take this into consideration so as to reduce possible misinterpretations (Humes & Reilly 2008).

Another factor that is of particular importance when it comes to transnational projects are factors related to cultural bias that affect the ability of workers to work harmoniously at their respective jobs (Von Glinow, Shapiro & Brett 2004). Companies that have various branches and teams spread across several international markets have noted that there are instances that occur involving cultural bias or even prejudice resulting in work related conflict as well as instances of intentional discrimination (Ramburuth & Welch 2005). Some of the suggested practices in order to resolve such issues come in the form of team building exercises, company sponsored behavioral training or even joint vacations all of which should help necessitate proper communication and collaboration between members of different cultural and ethnic backgrounds (Binsiddiq & Alzahmi 2013).

However, based on the work of Karjalainen (2007), it was noted that cultural bias and discrimination were often the result of inherent predilections on the part of employees and are not as easily changed as originally thought. Some examples of this can be seen in the current issues involving Brazilian employees within Japan wherein their non-Japanese ethnicity creates a considerable degree of mistrust between them and the Japanese employees within the company. Other instances can be seen in cases involving Asian minority populations within various European countries wherein due to their ethnicity they are often discriminated against within the various jobs and work environments where they are employed (Berg 2012). While it is true that various practices have been implemented by companies around the world in order to mitigate such a concern, this still does not eliminate the fact that discrimination does exist and it is not as easily remedied by a simple memo and policy change (Moon 2013).

Do note though that while this paper is not stating that the work of Moon is false, rather, it is more accurate to state that it is lacking when it comes to the concrete strategies that are needed in order to bring about the changes that are necessary in order to prevent discriminatory practices across regional teams (Bachmann 2006). What must be understood is that in such cases it is a mistaken belief that merely changing office police would be the most appropriate solution, instead, the people need to be changed in such a way that they perceive diversity as being a good change for the company (Cronin & Weingart 2007). Some possible changes include, but are not limited to, implementing new training guidelines for employees when it comes to transnational projects, ensuring that hiring practices avoid people with inherently discriminatory tendencies that cannot be altered, implementing changes in the company’s business culture so as to be more accepting of foreign cultures and attitudes and lastly, establishing procedures for employees to follow when it comes to dealing with teams from other countries (Bourke 2009). The potential effectiveness of the aforementioned practices will be delved into greater detail in the discussion section of this paper after an evaluation of the data from the project managers has been collected which can help in establishing proper practices when it comes to transnational projects and inter-team cooperation.

Issues with Transnational Projects: Corporate Assimilation

The final challenge that companies should take into consideration is the concept of corporate assimilation and how this affect an individual’s productivity. Assimilation can be described as the way in which a worker is negatively affected by an organization’s business and corporate culture wherein they are unable to sufficiently express themselves utilizing their ethnic and cultural backgrounds due to constraining rules and regulations at their work environment (Gassman 2001).

As a result, this impacts not only the effectiveness of management decisions (in the case of managers) but productivity and responsiveness (in the case of employees (Zander & Butler 2010). An example of this is seen in the case of a manager from the U.S. being placed in charge of a new outsourced branch of the company (i.e. in China, India, or the Philippines) or in instances where a local company is taken over by a foreign multinational corporation (Werhane 2008). It is based on this that companies need to take into consideration implementing new business culture practices that enable people to express themselves based on their cultural and ethnic background so as to encourage positive employee productivity rather than negative employee performance due constraining factors on their ability to express themselves.

Resolving the Issue

Workplace Learning

Based on an assessment of the needs of the transnational projects, it was determined that the practice of workplace learning through the use of continued lessons in cultural etiquette, proper communication practices and other similar lessons should help considerably in resolving the issue of conflict between regional teams. Workplace learning can be described as an integrated practice where education and practical application are combined in order to help an individual gain professional experience within a certain job/career path (in this case, it encompasses proper cultural learning). It should be noted though that unlike face to face and online education platforms, workplace learning can be considered as a form of forced learning wherein learners are expected to internalize the information they are given and perform as indicated within a relatively short period of time. Learners are supposed to perform tasks as illustrated and make slight alterations as needed but at the same time not diverging from the overall framework of task execution that they have been taught.

Pros and Cons

When it comes to workplace learning, quick adaptability is its primary concern wherein a learner is expected to be able to immediately internalize what is being taught and apply it within a short amount of time. This is normally the case in a vast majority of present day transnational projects wherein workers are expected to adapt quickly. However, just because they are expected to adapt at an expedient rate does not mean that they are capable of doing so. It is due to this that the experience of project managers in “helping along” this process of adaptation is important to take into consideration when it comes to developing proper management practices involving transnational projects and regional work teams.

Challenges to Implementing Workplace Learning as an Effective Method of Addressing Transnational Work team Issues

Present Culture of Workplace Education – the present culture of education within many corporations at the present can be considered as static and standardized to a considerable degree. What this means is that training often centers on matters that directly impact a person’s capacity to perform their job and does not necessarily include aspects related to acculturation or the development of greater cultural awareness. As such, it may be unlikely that employees would actually attend the training sessions unless they were made to be mandatory
Cost – the creation of proper cultural awareness training may entail significant costs which a business may not be able to fund due to the costs of the project. It should be noted that all businesses have limited funds to allocate towards training sessions that may or may not work. As such, cost is a definite issue that should be taken into consideration.
Possible Loss of Productivity – Productivity for employees could possibly be impacted through the creation of training sessions that “eat into” their respective work hours. It is due to the potential loss of productivity that businesses may be hesitant to employ workplace training methods to create greater cultural awareness.
Lack of Initiative – upper management within a business may simply lack the initiative to put cultural learning practices into effect.

Summary

Workforce diversity as presented in this paper so far can be considered detrimental due to the fact that language and cultural barriers do occur when hiring people o from different ethnicities resulting in problems when it comes to communication, employee relation as well as other barriers that result in problems in creating a proper working environment for efficient operations. It must also be noted that though rarely there are instances where people originating from different ethnicities cannot properly work together due to racial tensions. It should also be noted though that despite such issues, transnational projects are essential for any company and with the current economic downturn affecting the global economy, this necessitates the need for creativity and innovation in being able to access new markets in order to sell particular products and services. As mentioned earlier workforce diversity actually enables a company to utilize a pool of individuals that come from different backgrounds, cultures and ethnicities in order to access their unique views and skills. What must be understood is that regular marketing and sale strategies that have been implemented for the company’s original market may not be as effective when applied to new markets and as such this calls for views and opinions of people that either belong to that particular consumer segment or understand it to an extent in order to implement sufficient strategies for sales and market penetration.

Methodology

Introduction

This section aims to provide information on how the study will be conducted and the rationale behind employing the discussed methodologies and techniques toward augmenting the study’s validity. In addition to describing the research design that will be used in this study, this section will also elaborate on instrumentation and data-collection techniques, validity and reliability, data analysis, and pertinent ethical issues that may emerge in the course of undertaking this study.

Research Objectives

The objective of this report is to highlight the significance of cultural differences when it comes to a project’s success and what methods can be employed in order to resolve such issues. Culture determines the management style of the project manager, which, in turn, influences the project’s outcome. However, it should also be noted that transnational projects involving teams from different countries can similarly impact the performance of a project due to the differing business cultures and operational frameworks (i.e. how they work) that each regional team employs. It is due to this that companies that operate in a multicultural setting across regional borders need to employ methods that help to resolve such issues in a way that mitigates the cross-cultural issues that come up when it comes to getting two or more different types of regional teams to cooperate with each other (Woodburn 2006). Such a method needs to mitigate issues related to differing cultures, work styles and the time difference between the teams involved in a transnational project. Additionally, cultural diversity among project managers and staff influences their negotiation, communication, cooperation, and conflict resolution skills. As such, there is a need to identify the specific aspects of cultural diversity that impede project performance and what processes can be implemented in order to prevent such issues from happening again in the future.

The primary method of examination will be through a series of questionnaires that will be given out to several project managers of companies that have consented to be part of the study (the businesses in question have yet to be determined). Through the questions and data that will be accumulated, the researcher will be able to determine the various issues that project managers have encountered when it comes to transnational projects and what techniques, strategies, etc. they have implemented in order to foster cooperation between the different types of teams involved. It is expected that through the investigation that will be conducted, a pattern should emerge regarding the type of strategies that have proven to be effective when it comes to handling issues that come about when it comes to dealing with teams that are across regional borders.

As such, the objectives of this report will consist of the following:

Examine the current issues that are normally seen when it comes to the interaction and cooperation of teams across regional borders
Determine, what strategies have been advocated as effective methods of resolving the aforementioned issues
Develop recommendations based on the findings of the paper

It is expected that through the objectives that have been outlined, this paper will be able to create effective recommendations to resolve issues related to transnational projects.

Research Methods

Based on an examination of the needs of this paper, it was deemed that a qualitative based approach would be the most effective means of acquiring the necessary information. Qualitative research can be described as a type of exploratory research that tries to explain the aspects of a scenario through an in-depth method of examination (Tu & Seng 2009). While it is applicable to numerous disciplines, it is normally applied to instances which attempt to explain human behavior and the varying factors that influence and govern such behaviors.

When taking into consideration the fact that the main objective of this report is to determine what processes can be implemented to reduce conflict between regional teams when it comes to transnational projects, this method of examination seems far more ideal given the parameters that have been set. Since qualitative research focuses on exploring various aspects of an issue, developing an understanding of phenomena within an appropriate context and answering questions inherent to the issue being examined, this makes it an ideal method of examination when it comes to the needs of this study (Laramee 2010).

Research Design

After evaluating the needs of the study, it was determined that a survey based method of examination that utilizes questionnaires combined with a document analysis approach would be the most effective method. A survey based qualitative study works through a sampling technique wherein a small segment of the population is utilized in order for a statistical inference to be made on the population as a whole. On the other hand, document analysis is primarily focused on an examination of academic texts in order to draw conclusions on a particular topic. Utilizing both approaches was determined as the method when it comes to the data that would need to be evaluated and the information that the researcher would need to obtain (Step-by-Step Through The Writing Process 2007). Using a survey enables a researcher to understand a particular population by making a statistical inference through sampling.

While document analysis on the other hand would enable the researcher to base their conclusions on studies already done by prominent researchers in the subject matter being investigated (Donham, Heinrich & Bostwick 2010). Utilizing this particular method for the data gathering, the researcher can then compare and contrast the research results collected and come up with conclusions that are effectively backed up by data that has been vetted and examined by other researchers (Shehzad 2011). Such a method would ensure that the recommendations that would be developed have a substantial academic foundation when it comes to the veracity of the proposals given (Regmi & Naidoo 2013). Since document based research utilizes the views and opinions from other researchers in order to create a succinct evaluation regarding a particular case being examined, it can be assumed that this helps to contribute significantly towards the validity of the research data that will be collected (Aris, Shneiderman, Qazvinian & Radev 2009). Taking into consideration the needs of the study, it can be stated that the aforementioned research method seems to be the best approach.

Data Gathering Technique

A questionnaire technique is used when the researcher is principally interested in descriptive, explanatory or exploratory appraisal. The justification for choosing a questionnaire based approach for this study is grounded on the fact that the participant will have the ability to respond to the researcher’s questions more directly and thus provide more information (Cals & Kotz 2013). An analysis of related literature will be used to compare the study findings with research on various strategies utilized by the various project managers from the companies that will be approached by the researcher (Clegg & Stevenson 2013).

Data Collection

The study will involve personal interviews with the participants. Questionnaires containing structured and semi-structured questions will be used to collect data

Participants

The research participants that will be used for this paper will consist of various project managers with experience in transnational projects that will be recruited from companies that are located near to the researcher or the university. Prior to the start of this research paper, the researcher will ask the permission of the companies to conduct the study. A minimum of 20 individuals will be recruited with no distinction being made regarding the type of project manager they are. The only main limiting criterion is that they must have experience when it comes to managing teams across borders. It is based on this that project managers that are a part of the call center industry are more than likely to have experience in such matters and, as such, companies that are under such a category (i.e. Sykes, Convergys, etc.) will be the first to be approached by the researcher.

All participants will be given a consent form encompassing what the study entails as well as assuring them that all responses will be kept strictly confidential and will observe proper research ethics when it comes to ensuring that the data will not be leaked to the general public (De Figueiredo 2010). Once the research subject has consented to be part of the survey, they will be given the questionnaire in order for them to fill out.

Data Analysis

The primary method of data analysis in this study involves an individual review. The individual review will primarily be the researcher examining the collected response data from the project managers that will be interviewed and comparing it to the data obtained from the literature review (Kumar 2013). The researcher will then attempt to determine the main themes that arise from the investigation and use this information to assist in establishing the key findings of the study. This method of data analysis is appropriate for the qualitative design that was chosen.

Study Concerns

One concern that should be taken into consideration is the potential that the responses given by the study participants are in fact inaccurate or outright false. While the researcher is giving the various project managers that will be part of the study the benefit of the doubt, the fact remains that there is still the potential that the information being given has been crafted in such a way that it was made to ensure that it is false (Montante 2005). Unfortunately, there is no way for the researcher to verify the information since only one research subject is being interviewed at a time.

Ethical Issues

The research method that has been chosen exposes the participant to an assortment of risks that need to be taken into consideration during the research process. The main risk the participants will encounter is if any of the answers that criticize or indicate dissatisfaction with the current methods utilized by their respective companies leak out. This may have consequences on the attitude and opinion of company officials towards them and can result in victimization (Hitchcox 2013). To eliminate this risk, the responses will be kept in an anonymous location. This way, the only way to access the information will be through a procedure that involves the researcher. The project thus observes proper research ethics in sampling as well as during data collection process.

Consent Form and Questionnaire

Dear Participant,

You are invited to participate in a research study involving an examination of the significance of cultural differences when it comes to a project’s success and what methods can be employed in order to resolve such issues. You were selected as a participant based on your experience as a project manager. Prior to participating in this study, please read through this form in order to familiarize yourself with the responses expected of you. Should you have any questions or concerns, please voice them out to the researcher at any time.

Background Information

The purpose of this study is to develop new means of addressing the various issues that come up when dealing with teams across regional borders during transnational projects.

Procedures

Should you agree to participate in this study; the following will be expected of you:

Sign the consent form indicating that you are willing to participate in this study and that you are allowing the researcher to utilize the information you give as part of the data analysis.
Give clear, concise and above all honest answers on the questionnaire
Fill out all the segments of the questionnaire

Assurance of Anonymity

All information that will be obtained via this method of data gathering will be kept strictly confidential with all research participants being assured of the anonymity of their responses. None of the responses will be released with any indication that they were given by a particular individual. The results will be quantified into basic statistics to ensure that no personally identifiable information can be created. Information gathered from respondents of the survey will be destroyed after a period of 10 years to further ensure that no personal information will be leaked in any way.

Voluntary Nature of the Study

Your participation in this study is strictly voluntary. Your decision whether or not to participate will not affect your current or future relations with anyone involved in the study. You may withdraw from the study at any time without any penalty, even if you initially decide to participate.

Risk from Undertaking the Study

While there are no outright risks in participating in a study of this nature, there are some long term risks that should be taken into consideration. There exists the possibility that participants in the study may face victimization or undue criticism due to the views they present which may or may not appeal to the “image” that various companies wish to portray themselves as. In order to prevent such problems from occurring, all the data will be sealed within a locked cabinet and will not be presented without ensuring that all possible methods of identification have been removed beforehand.

Contacts and Questions

The researcher conducting this study is (First Name Last Name). The researcher’s adviser is XXX XXXX, Ph.D. You may ask any questions you have now. If you have questions later, you may contact us.

Contact info for the researcher:

Contact info for advisor:

Statement of Consent

I have read the above information. I have asked questions and received answers. I consent to participate in the study.

Printed Name of Participant: _________________________________________

Signature: _________________________________ Date: _____________

Signature of Investigator: _____________________ Date: _____________

Participant Pseudonym: __________________________

Questionnaire

What is the effect of culture on the performance of a transnational project?
What practices have you implemented in order to resolve multicultural issues in transnational projects?
How do you handle multiculturalism within the company?
What factors hamper intercultural communication and collaboration when it comes to transnational projects?
In your own personal opinion, what strategy is the most effective when it comes to encouraging collaboration between employee teams from different global regions?
How does the employee’s culture and behaviours affect project outcomes?

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