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Thamsatitdej, Poomporn

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The effect of cultural difference on project risk management practice : a Thai culture analysis

Project Risk Management (PRM) has become an important tool supporting project success. Many project organizations have now gained benefits from employing the concept. The problem with RPM practice lies in the effectiveness of the implementation process. This brings to the study of a soft aspect of project risk management. The most effective way to implement the PRM concept in an organization is to tune the PRM process in accordance with organizational culture and practice. This would bring some level of difficulty where a PRM process was to be applied in a place where values, norms and practice are different to the place where it originated. In this study, the researcher examines the influence of culture and compares it with PRM practice. The study seeks to investigate the social dynamics in Tbailand, a country whose risk management lags behind that of Western economies and whose cultural characteristics differ significant from Western nations. First the researcher reviews the literature on PRM process in order to understand its principle and processes. The study of PRM implementation and its behavioral aspect of also conducted. The study led to the extraction of PRM values. These values help to enhance understanding of PRM practice and managerial practice required to support effectiveness in the PRM process. In order to gain an understanding of cultural difference, Hofstede's framework is employed to serve as a tool to analyse Thai culture. The social impact is then analysed by the discussion of the effect of Hofstede' dimensions of PRM values. The study is based on a qualitative paradigm trying to understand the effect of Thai culture on management practice. It results in three research methods substantiate each other. The case study is to provide understanding of the effects of Thai culture in a real life context. The interviews give the perspective of Thai project managers  towards risk and risk management principle. The workshop is to investigate Thai managers' response to the risk management process. The researcher presents a cultural analysis of Thailand and discusses the effect of cultural factors on the PRM values within Thai management practice. The researcher concludes with a discussion of the effect of Thai culture on PRM practice. The findings of this research support that in order for PRM to be adopted in places where culture is different to Western norms, it is important to investigate and gain an understanding of a particular culture prior to commencing PRM adoption programmes.Project Risk Management (PRM) has become an important tool supporting project success. Many project organizations have now gained benefits from employing the concept. The problem with RPM practice lies in the effectiveness of the implementation process. This brings to the study of a soft aspect of project risk management. The most effective way to implement the PRM concept in an organization is to tune the PRM process in accordance with organizational culture and practice. This would bring some level of difficulty where a PRM process was to be applied in a place where values, norms and practice are different to the place where it originated. In this study, the researcher examines the influence of culture and compares it with PRM practice. The study seeks to investigate the social dynamics in Tbailand, a country whose risk management lags behind that of Western economies and whose cultural characteristics differ significant from Western nations. First the researcher reviews the literature on PRM process in order to understand its principle and processes. The study of PRM implementation and its behavioral aspect of also conducted. The study led to the extraction of PRM values. These values help to enhance understanding of PRM practice and managerial practice required to support effectiveness in the PRM process. In order to gain an understanding of cultural difference, Hofstede's framework is employed to serve as a tool to analyse Thai culture. The social impact is then analysed by the discussion of the effect of Hofstede' dimensions of PRM values. The study is based on a qualitative paradigm trying to understand the effect of Thai culture on management practice. It results in three research methods substantiate each other. The case study is to provide understanding of the effects of Thai culture in a real life context. The interviews give the perspective of Thai project managers  towards risk and risk management principle. The workshop is to investigate Thai managers' response to the risk management process. The researcher presents a cultural analysis of Thailand and discusses the effect of cultural factors on the PRM values within Thai management practice. The researcher concludes with a discussion of the effect of Thai culture on PRM practice. The findings of this research support that in order for PRM to be adopted in places where culture is different to Western norms, it is important to investigate and gain an understanding of a particular culture prior to commencing PRM adoption programmes

The effect of cultural difference on project risk management practice : a Thai culture analysis

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