Abstract
This research explores the selection process for multicultural competence training programs to equip project managers for cross-cultural projects. Guided by theoretical frameworks, including Bennett’s Developmental Model, Sue’s Multidimensional Model, Hofstede and Minkov’s Cultural Dimensions Model, Helmreich and Merritt’s Cultural Intelligence Framework, and Henrie and Sousa’s Cultural Competence Model, the study examines intercultural sensitivity, multidimensional cultural competence, cultural dimensions, cultural intelligence, and the dynamic nature of cultural competence.
Analyzing critical components for successful project management in multicultural settings, the study integrates cultural dimensions into project manager approaches based on Hofstede and Minkov’s model. It explores how Helmreich and Merritt’s framework enhances adaptive thinking about cultural complexities and how Henrie and Sousa’s model underscores cultural competence as a continuous developmental process.
The subsequent sections discuss components of multicultural competence training, evaluating training effectiveness using a comprehensive matrix derived from the literature review. The research contributes to understanding how project managers can select and benefit from multicultural competence training, providing insights into industry practices and policies for improved cross-cultural project management. The study emphasizes the inquiry’s significance, originality, and novelty, acknowledges limitations, and suggests future research directions.