Exploring the role of national culture in the management of large-scale international science projects

Abstract Collaborative projects extending across national boundaries introduce their own set of project management challenges. These challenges begin when individuals from different organizations, from different countries, and from different value systems must share authority, responsibility, and decision-making. But national culture and its influence on the project management process have received little emphasis in the literature. Using evidence from two case studies, this paper explores the role of national culture in the management of large-scale science projects. It raises questions about the relevance of this topic, proposes a method for studying the role of culture in the management process, and concludes with recommendations for those who manage these projects.