{"title":"印度尼西亚和英国成功的IT项目管理的促进因素和抑制因素:一个比较案例研究","authors":"A. McDonald, S. Helmer","doi":"10.1504/EJCCM.2011.042678","DOIUrl":null,"url":null,"abstract":"We compare activators and inhibitors of project management (PM) for information technology (IT) projects in Indonesia and the UK and show how they are influenced by cultural differences between the two countries. Our findings come from an empirical case study that we conducted in 2007/2008 using a survey. We show that our results are statistically significant and give reasons for the differences we found. Furthermore, we highlight conclusions that can be drawn by the IT PM community from our study.","PeriodicalId":108773,"journal":{"name":"European J. of Cross-cultural Competence and Management","volume":"20 2 1","pages":"0"},"PeriodicalIF":0.0000,"publicationDate":"2011-09-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":"{\"title\":\"Activators and inhibitors for successful project management of IT projects in Indonesia and the UK: a comparative case study\",\"authors\":\"A. McDonald, S. Helmer\",\"doi\":\"10.1504/EJCCM.2011.042678\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"We compare activators and inhibitors of project management (PM) for information technology (IT) projects in Indonesia and the UK and show how they are influenced by cultural differences between the two countries. Our findings come from an empirical case study that we conducted in 2007/2008 using a survey. We show that our results are statistically significant and give reasons for the differences we found. Furthermore, we highlight conclusions that can be drawn by the IT PM community from our study.\",\"PeriodicalId\":108773,\"journal\":{\"name\":\"European J. of Cross-cultural Competence and Management\",\"volume\":\"20 2 1\",\"pages\":\"0\"},\"PeriodicalIF\":0.0000,\"publicationDate\":\"2011-09-27\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"\",\"citationCount\":\"0\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"European J. of Cross-cultural Competence and Management\",\"FirstCategoryId\":\"1085\",\"ListUrlMain\":\"https://doi.org/10.1504/EJCCM.2011.042678\",\"RegionNum\":0,\"RegionCategory\":null,\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"\",\"JCRName\":\"\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"European J. of Cross-cultural Competence and Management","FirstCategoryId":"1085","ListUrlMain":"https://doi.org/10.1504/EJCCM.2011.042678","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"","JCRName":"","Score":null,"Total":0}
Activators and inhibitors for successful project management of IT projects in Indonesia and the UK: a comparative case study
We compare activators and inhibitors of project management (PM) for information technology (IT) projects in Indonesia and the UK and show how they are influenced by cultural differences between the two countries. Our findings come from an empirical case study that we conducted in 2007/2008 using a survey. We show that our results are statistically significant and give reasons for the differences we found. Furthermore, we highlight conclusions that can be drawn by the IT PM community from our study.
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