KEY SUCCESS FACTORS IN MULTICULTURAL PROJECTS

The cross-over of the project type, organizational issues, communication, knowledge of the stakeholder about cultural distances among them and the cultural orientation of it's stakeholder indicates the suitability of Hofstede Masculinity (MAS) and Power Distance (PDI) individuals to handle the traditional projects and conditionally agile one, whereas the Individuals with higher levels of Collectivism (lower IND) and higher Uncertainty Avoidance (UAI) are expected to perform better in the research and innovative projects' management. Behaviours are context sensitive, i.e. domestic multicultural project management differs from the one abroad, even if it would take place with the same team. More commonities among the specific Hofstede profiles across the borders as compared to those within a specific nation calls for reluctancy in anticipation of specific orientations. Cybernetic feedback looping is justified as measure of control of an impact induced by the blind spot in cultural sensitivity.