Sabina Cerimagic

Project managers: The importance of cross-cultural preparation

Sabina Cerimagic et al. — Thu, 11 Oct 2012 23:50:12 PDT

The United Arab Emirates (UAE) has a large expatriate population of about 80 %. This research focused mainly on Australian (western) expatriates who are working in the UAE. Most of those expatriates neither received any type of cross-cultural training before departure nor after arriving in the UAE. Australian project managers have undertaken a 49 question survey to identify and evaluate key factors relevant to the UAE environment. However, for the purpose of this online survey questions which specifically deal with cross-cultural training and its impact have been discussed in detail. Preliminary findings in the paper indicate that understanding the factors that improve expatriate performance in international environments has become a vital human resource issue. This survey confirms that improving the cross-cultural training and knowledge of expatriates in the Arab culture could provide substantial internal and external benefits to the expatriates and the companies they work for. The success of expatriate project managers is greatly influenced by appropriate preparation before their departure and on site cross-cultural training.

Cross-cultural training: The importance of investing in people

Sabina Cerimagic et al. — Thu, 05 Jul 2012 23:57:40 PDT

Major international companies have established themselves in the United Arab Emirates (UAE) market by setting up their regional headquarters in Dubai. These international companies want to be in a growing market in a country where their companies are recognised and affiliated with a positive image. In addition, many companies have moved to the UAE for financial reasons as well. The UAE is an expanding regional market with the potential for future growth. However, there are cultural differences between Australia (and western countries generally) and the UAE (Middle Eastern). It is easy to have genuine and honest misunderstandings and, hence, it is simple to take
innocent and sometimes mistakes. What those companies do not realise is that if they do not appropriately train and prepare their expatriates for their overseas assignments the expatriates are more likely to experience difficulties that can have a serious impact on their employees‘ effectiveness and on the company‘s activities.

This study considers project managers in the UAE, their experiences, their training and their needs and requirements. A survey of 100 Australian project managers based in the UAE was carried out to discover the dimensions of the cultural business environment. The survey was followed by six case studies of senior management in large companies involved in project management, construction and property in the UAE. The results of these research investigations are summarised in this paper and recommendations on overcoming the deficiencies identified are discussed. Developing cross cultural training programs in line with the recommendations made in this research could lead companies to gaining a greater market share in the UAE and being recognised as an industry leader. Hence, investing in people is more likely to give the greatest return.

Screening and selecting project managers for the Middle East

Sabina Cerimagic et al. — Thu, 05 Jul 2012 23:57:39 PDT

Cross-cultural training is of prime importance if the expatriates are to adjust speedily to the new environment and do well in the United Arab Emirates (UAE). Selecting the right people for the overseas job is important as the selected individuals need to have a desire and readiness to learn. Some researchers in this field referred to this as the "learning orientation" where people with high learning orientations like challenges and are ready to learn and people with low learning orientations like to play it safe and do not like challenges. The way the "right" people can be chosen for the overseas assignment is by pre-testing the employees. It is important that they are able to adapt to new and unfamiliar situations, many researchers believe that this characteristic is very important to success.

The mistake a lot of companies make is that they select staff that have been successful in the home country without testing them. These companies fail to realise that these employees need additional qualities such as being able to adjust quickly to new and unfamiliar environments and have the desire to learn about new cultures as well as being willing to change. Using six case studies this paper will analyse the importance of selecting the right people. All six case studies are Australian international companies operating worldwide including the UAE.

Do Australian project managers working in the UAE need cross-cultural training?

Sabina Cerimagic — Thu, 26 Jan 2012 22:33:55 PST

Western corporations have extended their operations to the United Arab Emirates (UAE). Consequently, some problems can arise because many expatriate managers cannot adjust to such a foreign environment. Hence, many projects are likely to fail. However, adequate expatriate preparation can reduce or even prevent expatriate failure. Crosscultural training intends to assist expatriates enhance their knowledge and skills, which in turn can help the expatriate practise in an unfamiliar host country and to be more productive.

Most Australian project managers working in the Middle East in places such as the UAE have not been adequately prepared for their overseas assignment. This research set out to find out if Australian project managers would like to receive and be thought cross-cultural training.

This research uncovered that cultural training is of utmost importance if the expatriates are to be successful in the UAE. Language study, a preliminary site visit, discussions with local managers and discussions with the team they are going to work with, meeting with anyone who has returned from the same posting are all necessary for their success. However, more importantly, making sure the expatriate is the right person for the position is the most important indicator for success. All these factors must be controlled by the companies to help expatriates adjust and come with the new environment and the challenges which come with it.

Cross-cultural adaptivity and expatriate performance in the United Arab Emirates

Sabina Cerimagic — Thu, 26 Jan 2012 21:16:18 PST

Purpose – The purpose of this paper is to find out if Australian project managers who are working in the United Arab Emirates (UAE) receive cross-cultural training and if this training helps them to adapt to the new environment and perform better.

Design/methodology/approach – The information on which this paper is based was obtained through semi-structured interviews conducted with Australian expatriates who were working the UAE in 2009.

Findings – The findings suggest that cross-cultural training is very important in that it helps minimise, although not eradicate, misunderstandings and inappropriate behaviours. Specific cross-cultural training provides expatriates with information and guidance that is relevant and particular to the culture in which they will be working. The information provided should be on the destination country and its people and that country’s specific culture, values, attitudes and appropriate behaviours.

Research limitations/implications – Providing expatriates with the appropriate cross-cultural training is only useful if the expatriate is receptive and willing to learn. The best training in the world is useless if the expatriate is unwilling to learn. This research did not look at the selection criteria for expatriates. Selecting the right people, who are willing to learn and who enjoy new and sometime challenging environments, is paramount to the success of cross-cultural training.

Originality/value – By providing expatriates with cross-cultural training, expatriates are more likely to adapt to the new culture faster, which will in turn help the expatriates to perform at their full potential.

Influence of culture on project practices: Insights from Australian project managers in UAE

Sabina Cerimagic — Sun, 19 Dec 2010 18:41:15 PST

Purpose – The aim of this paper is to explore the workplace behaviours of Australian project managers working in the UAE, as examples of Western cultural adjustment.

Design/methodology/approach – A 49-question survey was developed using SurveyMonkey. This software was used to collect and analyse all the data, accurately and reliably.

Findings – For Western expatriates, working in the UAE (which is a Muslim country with different cultural and religious standpoints) can sometimes prove challenging. No matter, how good technically the project manager may, those individuals can still fail if they are unable to adapt to a foreign culture and if the right team dynamics are not realized. In order to act appropriately, they need adequate expatriate preparation and cross-cultural training which can reduce or even prevent expatriate failure.

Research limitations/implications – Employing the survey method means that some critical characteristics cannot be successfully captured and follow-up questions cannot be asked. Further studies should explore the issues identified in the present study, using, for example, the case study approach.

Originality/value – The findings of this paper could potentially help organizations understand how to help their expatriate project managers to succeed; in return, this will save the organizations thousands of dollars as well as the organization's and the project manager's reputation.

Cross cultural project management characteristics between Australia and the United Arab Emirates

Sabina Cerimagic — Sun, 19 Dec 2010 18:41:14 PST

The massive infrastructure and building works expansion in the United Arab Emirates (UAE) region in the last decade resulted in the recruitment of many expatriate project professionals in various capacities. This expatriate recruitment has contributed to a high turnover of expatriate staff in the UAE, when compared to their countries of origin. There has also been a rapid expansion of international businesses to the UAE; many Western corporations have extended their operations to the Middle East. Consequently some problems can arise because many expatriate managers cannot adjust to a foreign environment and hence many projects are more likely to fail.

The aim this paper is to discover whether Australian (and other) project managers in the UAE are appropriately prepared and cross-culturally trained for their overseas assignment, and whether that cross-cultural training is helpful to successful practice and to their training.

Australian project managers have undertaken a 49 question survey to identify and evaluate key factors relevant to the UAE environment. Preliminary findings in the paper indicate that understanding the factors that improve expatriate performance in international environments has become a vital human resource issue. The success of expatriate project managers is greatly influenced by appropriate preparation before their departure.

The effects of Islamic law on business practices

Sabina Cerimagic — Sun, 19 Dec 2010 18:41:13 PST

Purpose – The purpose of this paper is to give professionals working in Islamic countries a better understanding of the legal system in those countries. As a rule, multinational companies are more equipped in dealing with problems when governed by Western legal philosophies and jurisprudence. However, when certain issues fall on the jurisdiction of an Islamic country they have to address it by using the Islamic laws (Shariah laws) maintained in the Qur'an.

Design/methodology/approach – The source of material for this paper is literature review based on texts and references sourced in the business environment. The literature used is Islamic literature in the Bosnian and English languages.

Findings – The findings are that Islamic laws compel companies to be wary of interest, uncertainty or risk. This means that companies that rely on compelling interest on the consumer are prohibited in operating in Islamic states. The law is there to protect the welfare of all the parties involved. The strict nature of these laws often seeks to provide justice and fairness to both parties. Thus, for organisations and international companies who intend to deal with companies based in Islamic countries and adhere to Shariah law should always be mindful of the fairness of their offers and the fairness of the outcomes of these agreements.

Research limitations/implications – Islamic laws tend to adhere strictly on the principles and values intimated in the Qur'an and Hadith. This paper summaries the core of Islamic business laws. However, this research is limited to theory alone. For this reason, future research perhaps could look at case studies and see if what works in theory indeed does work in practice too. The review has been limited to Bosnian and English language texts. In addition, this paper has some limited literature review on such a complicated and sensitive topic.

Originality/value – This paper will provide important business factors that will essentially assist international businesses in their understanding of the legal standards in this region.