Psychological competences of project managers working in an international context

Rodríguez Rivero, Rocío and Ortiz Marcos, Isabel and Ballesteros Sánchez, Luis Ignacio and Romero Ruiz, José Javier (2017). Psychological competences of project managers working in an international context. In: "7th Global Innovation and Knowledge Academy (GIKA 2017) Conference", 28 to 30 of June 2017, Lisboa. pp. 1-24.


Title: Psychological competences of project managers working in an international context
  • Rodríguez Rivero, Rocío
  • Ortiz Marcos, Isabel
  • Ballesteros Sánchez, Luis Ignacio
  • Romero Ruiz, José Javier
Item Type: Presentation at Congress or Conference (Article)
Event Title: 7th Global Innovation and Knowledge Academy (GIKA 2017) Conference
Event Dates: 28 to 30 of June 2017
Event Location: Lisboa
Title of Book: 7th Global Innovation and Knowledge Academy (GIKA 2017) Conference
Date: 2017
Faculty: E.T.S.I. Industriales (UPM)
Department: Ingeniería de Organización, Administración de Empresas y Estadística
Creative Commons Licenses: Recognition - No derivative works - Non commercial

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Currently, many engineering projects are conducted in international contexts in which social and cultural issues are very important. In-depth analysis of the risks associated with both types of issues offers companies a better understanding of how to focus their marketing tools to be more effective and provides project managers with strategies to improve customer relationships. Hofstede?s Cultural Dimensions and Meyer?s Culture Map have demonstrated that every society possesses distinguishing features, and these theories serve as a foundation for identifying the dimensions of a proposed Cultural Risk Breakdown Structure (CRBS). Through a literature review, cultural risks in different international contexts are identified. By linking these risks to cultural risk dimensions, it is possible to better understand the various competences required to achieve project success. Therefore, the aim of this paper is to create not only a comprehensive inventory of these social and cultural risks but also a list of the new skills and competences that project managers must possess to improve client satisfaction and make decisions in a cross-cultural environment. This analysis will be of considerable benefit for improving client relations because it considers the association between psychological aspects and cultural issues. Since the 1990s, relationship marketing has attracted considerable attention from academics and practitioners (Wang, 2007). Currently, these relationships are impacted by different political, economic and societal contexts that shape people¿s conceptions of culture in international management (Buckley et al. 2006), and there is growing interest in improving risk management in the international context. When managing risks, difficulties often arise because risks associated with cultural issues are not considered. These risks are the most difficult to identify even when they are critical to achieving project success. The ability to manage cultural issues is one of the greatest challenges currently facing companies operating in an international context. Based on these new circumstances and on previous studies, this paper proposes a new cultural category for the Risk Breakdown Structure (RBS) to help identify these risks. The present study provides a better understanding of the importance of improving risk management, including the management of cultural risks. Through a literature review, an in-depth analysis has been conducted to identify and classify the risks associated with this category in different contexts. Until now, no studies have identified cultural risks using this innovative approach. Most of the risks associated with multicultural contexts can be mitigated if they are properly identified. This paper highlights the competences that project managers must possess to appropriately manage these risks. The remainder of this paper is organized as follows. The first section reviews the existing literature from the various perspectives considered in the research. The section begins by describing the cultural approach and highlights the main cultural issues in the regions selected for analysis (Africa, China and the Middle East). These three areas were selected because they are fast-developing regions in which many new projects are carried out and because they are characterized by centuries-old cultural and socio-political customs. The first section continues by presenting the psychological theories on which this research is based (Hofstede?s and Meyer?s theories) and concludes with a review of project manager competences. The second section describes the methodology and explains how the research was conducted, the subsequent section presents the results, and the final section summarizes the research in terms of main contributions, limitations and directions for further research.

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Item ID: 49834
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Deposited by: Memoria Investigacion
Deposited on: 07 May 2018 16:42
Last Modified: 07 May 2018 16:42
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