Internal Communication in Global Project Teams martinbizjak University ofPrimorska, Slovenia martin.bizjak87@gmail.com armandfaganel University ofPrimorska, Slovenia armand.faganel@upr.si Communication inglobal project teams isemerging research topic as more andmore workis donein formofglobal project, with geographically dispersedteams communicating usingdifferent communication channels.There are several uniquedimensions toconsider incomparison tocommunication intraditional project teams, includingsomeuniquerisksandsuccess factors. This ar- ticle provides asystematic literature review oninternalcommu- nication inglobal project teams. Cultural aspects ofglobal project team collaboration were alsoinvestigated. Abibliometric analy- siswas performed throughmethodological approach appliedin previous studies. Traditional project management andcommuni- cation methods are notthebestoption forglobal projects as they can‘tanswertheadditional challenges thatglobal projects pro- vide incomparison totraditional projects. Keyrisksandsuccess factors onglobal projects were identified andproposalsextracted onhowtoruntheinternalcommunication onglobal projects. Re- quirements forsuccessfulglobalproject manager were described. Ourresearch revealed agap inavailable literature, encouraging further exploration andservingas abasis forfurtherresearch. Key words: project management communication, global project management, internal communication, cultural impact, project performance, literature review https://doi.org/10.26493/1854-4231.15.179-206 Introduction Thefieldofprojectmanagementrapidlyexpandsastheglobaltrend of projects is rising. The globalization of markets, mergers of inter- nationalcompanies,andintegrationofmanagerialandbusinesspro- cessesinglobalcorporationsarechangingprojectmanagementfun- damentals (Eriksson et al. 2002). Project management practices are management15(3):179–206 179 MartinBizjak andArmandFaganel becoming increasingly important, as more and more work is organ- ised through projects and programmes (Winter et al. 2006). Busi- ness activities are becoming more and more project based rather than process based (Zein 2012). Project managementhas long been considered as an academic field for planning-oriented techniques and an application of engineering science and optimization theory. Project management is now the dominant model in many organisa- tions for strategy implementation, business transformation, contin- uous improvement and new product development. Due to rapid ex- pansiontheneedforaninternaldiscussionanddebateaboutproject managementresearchincreases(Söderlund 2004). Binder (2009) wrote that project managers spend most of their time communicating. Effective communication to all stakeholders is according to Project Management Institute (2013) the most crucial success factor in project management with 55% of project managers agreeingonthat.Whilecommunicationcouldbeseenasatraditional team issue, the problem is magnified by distance, cultural diversity andlanguageor accentdifficulties (Lee-KelleyandSankey2008). The studied field is highly topical, since many authors discuss various aspects of project management and communication within teams all across the globe (e.g. Akkermans et al. 2020; Chen et al. 2019; Holzmann and Mazzini 2020; Kerzner 2019; Kock et al. 2020; Papadaki et al. 2019; Peña and Muñoz 2020; Shirley 2020; Souza, Tereso,andMesquita2020).Theaimoftheresearchistoinvestigate the process and role of internal communication in global project teams, distinguishing from internal communication in traditional project teams and emphasize the importance of cultural aspect in global project team communication. A literature review was per- formedwiththefocusontopicsunderinvestigation.Theconclusions were drawn along with recommendationfor further researchin this areaofscience. ResearchMethod Literaturereviewprocessrepresentsmuchmorethancollectingand summarizingliterature(Onwuegbuzieetal.2012).Itisasadatacol- lection tool, a method, a mixed research method, and, above all, a methodology (Onwuegbuzie and Frels 2016). The literature review represents a method as the literature reviewer chooses from an ar- ray of strategies and procedures for identifying, recording, under- standing, meaning-making, and transmitting information pertinent toatopic of interest. In the first step of our researchwe defined our researchproblem. 180 management·volume15 InternalCommunicationin Global ProjectTeams According to Onwuegbuzie and Frels (2016), an effective problem statement is the description of a current and important challenge that is confronted by researchers and/or practitioners for which there are no adequate solutions available from the extant literature. We also defined research scope and boundaries (Mossolly 2015). In this research we decided to investigate what has been addressed in available literature about communication on projects, with special focus on internal communication in global project teams. Cultural impactwasalsoinvestigatedsinceitinfluencesinternalprojectcom- munication, especially on global projects (Lee-Kelley and Sankey 2008). Several related contents such as communication with exter- nal stakeholders, vertical organizational communication, political and financial aspects of global project management were not dis- cussed. The search for literature was mostly done online, using academic databasessuchasScienceDirect,ResearchGateandEmeraldInsight and search engines such as Google and Google Scholar. The key- words ‘project management communication,’ ‘global project man- agement communication’ and ‘project management internal com- munication’ were used to search for relevant literature as they ob- viously relate to the topic under research.Initial selection was done based on relevance of article titles for the topic under research. All the articles which passed through the first selection were carefully readandrelevanceforthetopicunderresearchwasputunderques- tionagain.Onlyarticlesidentifiedasrelevantforthetopicunderre- search were considered in this study. We categorized the literature under investigation based on its specific focus to help us structure thework,linkthecontentandgenerateconclusions.Thesearchwas focused on the literature published in last decade; nevertheless, we stillincludedsomeearlierpublications whicharefoundrelevantfor our research. Our literature review is a mixed research study as the primarystudiesunderinvestigationwerebothqualitativeandquan- titative. LiteratureReview The major findings identified in reviewed literature, relevant for the topic under research, are confronted in this chapter. It starts with introduction of global projects and the differences to tradi- tional projects. Requirements for global project manager are also discussed. Next chapter discusses the role and process of internal communication within global project team and the communication channels used. Last chapter focuses on cultural impact, including number3·2020 181 MartinBizjak andArmandFaganel cultural management in global project teams. The specifics of some mostimportantculturalentitiesarealsoexplained. globalprojects The definition of global projects is far from being obvious (Mossolly 2015). Among several other definitions, Fossum et al. (2019) de- fine global projects as temporary collaborations between organiza- tions across locational, temporal and relational distances with the intention to jointly deliver a unique product or service. Traditional projects are in contrast usually run within same organization and are not geographically dispersed. Another thing that distinguishes globalprojectsfromtraditionalisprojectcomplexity.Globalprojects are usually considered as high complexity projects, thus manag- ing global projects using traditional project management approach would be difficult, or even impossible (Aarseth, Rolstadås, and An- dersen2013).Alami(2016)agreesthattraditionalprojectimplemen- tation isnotanexcellentfitforglobalprojects. DifferencestoTraditional Projects One of several attributes distinguishing global from traditional pro- jects are their unique risks. Both traditional and global project are subjected to certain level of risk, but comparing to traditional, the risks on global projects are usually higher. Caldas and Gupta (2017) observedthatriskfactorssuchascomplexity,sizeandduration,con- tribute to several projects not achieving their performance objec- tives. There are several factors impacting global project complexity, Binder (2007) lists number of distant locations, different organiza- tions,countrycultures,differentlanguagesandtimezones.Although many believe that project complexity reduces project management performance, the researchers so far failed to establish this causal relationship (Bjorvatn and Wald 2018). Another risk, common for bothtypesofprojectsislackofprojectmanagementmaturity,which affects the project success (Dube and Katane 2017). Aarseth, Rol- stadås,andAndersen(2103)mentionlackoforganizationalsupport, improper facing with external requirements and managing internal stakeholders in the project team as further risks the project team needtohandle.OertigandBuergi(2006)warnabouttheissueofhigh turnover in project teams. There are some risks, which are unique for global projects and mainly include political, economic and cul- turalrisks(Li2009).Among these,political riskisbelieved tobe the mostdifficulttomitigate.Erikssonetal.(2002)warnabouttheriskof local issues, which might prevail on global project, and even minor 182 management·volume15 InternalCommunicationin Global ProjectTeams issuescanbecomehuge problems.Lack ofmutualtrustis alsocom- mon risk on global projects and main issue of cooperation between people of different cultures (Anantatmula and Thomas 2008). Re- lationalcommunicationandpsychosocialfactorssuchastrust,com- mitmentandcommunicationhaveanimportantroleinthefunction- ingofglobalteams(HenttonenandBlomqvist2005),butglobalteam communication doesn‘t enable face-to-face communication, which cultivates trust and shared understandings (Alami 2016). Jarvenpaa and Leidner (1999) observe that global virtual teams may experi- ence a form of ‘swift’ trust, but such trust appears to be very fragile andtemporal.Stillthetrustmustprevailwithintheteaminorderto achieve a high level of cooperation (Kalyvas 2009). There are num- ber of different forms of trust and an optimal level of trust should be achieved to mitigate the chance of groupthink occurrence and to ensureaconnectionbetweentrust,riskandinterdependencewithin relationships(Parker,Kunde,andZeppetella2017).Theprojectteam needs to start with risk management activities from the very begin- ningofproject.Clearrequirementengineeringfromearlieststageof theproject,asErikssonetal.(2002)suggest,reducescostsandmini- mizesriskformisunderstandings.Theyalsoseepromptinformation availability for all team members on all organizational levels as an- othersteptowards successfulproject.Tosummarize,successfulrisk managementonprojectisonlypossiblethrougheffectivecommuni- cation. Beside risks it is also important to discuss global projects‘ success factors. Much research has been carried out to identify success fac- torsintraditionalprojects,butlittleworkhasfocusedonsuccessfac- torsinglobalprojects(Aarseth,Rolstadås,andAndersen2013).One ofkeysuccessfactorsonbothtraditionalandglobalprojectsistimely changemanagement,requiringfastandefficientcommunicationfor quick detection of deviations and timely decision making (Ahuja, Yang, and Shankar 2010). Collyer (2016) agrees that it is necessary tocommunicatefastandtimely.ProctorandDoukakis(2003)seeef- fective communication as crucial for successful introduction of the change. It ensures stakeholder participation in the change manage- ment processes through teamwork and empowerment, meanwhile lack of communication routines leads to straightforward project culture with task performance and efficiency preferred over stake- holder involvement (Butt, Naaranoja, and Savolainen 2016). Collyer (2016) suggests that managers faced with rapid change may benefit fromaculturesupportingefficientcommunicationandflexiblelead- ership with rapid decision making. They should also look beyond number3·2020 183 MartinBizjak andArmandFaganel traditionaltoolsofcommunicationasthesedon‘tmeetrequirements for timely change management on global projects (Ahuja, Yang, and Shankar, 2010). Still, Oertig and Buergi (2006) encourage tra- ditional face-to-face communication and relationship building, as it increasesemployeesatisfaction(Men2014)andmutualtrust(Alami 2016). Eriksson et al. (2002) emphasize that it is important to cre- atetrustandcommitmentwithintheteam.MohdandNoraini(2012) alsoobservestrongrelationbetweencommunicationandtrustinde- termining team success, while Kalyvas (2009) agrees that these two are key success factors. Dube and Katane (2017) list organizational culture, leadership, trust, communication and team commitment as other important success factors, followed by project management maturity Proper selection of project management approach, either prescriptiveoradaptive,canalsobeasuccessfactoronproject(Rol- stadås et al. 2014). According to Lee-Kelley and Sankey (2008), the keysuccessfactorsonglobalprojectsareprojectmanagementcom- petency, appropriate use of technology and networking ability, will- ingnessforself-management,culturalandinterpersonalawareness. Ranf(2010)adds sincereintention tointegrateinnew,differentcul- ture asthe keytosuccessininternationalbusiness. GlobalProjectManagementRequirements Management of global project requires a project manager whose abilities reach further than what is usually required on traditional projects. Kalyvas (2009) observed that he or she needs to possess special abilities and skills comparing to those necessary for the tra- ditional project manager. He or she has to deal with a number of challenges that require a flexible style of management, the ability to understandanda globalmind-set,the ability to dealwith thedif- ferentculturalaspects,geographicaldistance,conflictsandtensions, communication,language,religion,customs,valuesandmutualtrust (Lima and Patah 2016). He or she should be ready to face specific challenges, such as cross-culturalcommunication, work with differ- ent organizations, skewed time zones, multi-languages and collab- oration across locations (Binder 2009). Being a good team builder andabletodetectthestrongpointsofhisteamisalsonecessary,be- sides strong understanding of the other people diversity and its ac- ceptance (Kalyvas 2009). Project manager on global projects needs to be relationship-oriented and build trust to a much larger extent than in simpler projects (Aarseth, Rolstadås, and Andersen 2013). BristolandYeatts(2010)emphasizethatstyleawareness,communi- cation style flexibility and respecting humanity of others build trust 184 management·volume15 InternalCommunicationin Global ProjectTeams withintheteam.Ambiguityacceptanceandtranslationskillsaretwo furtherrequirementsthatprojectmanagerneedstofulfill(Grayand Ulbrich2017).Browneetal.(2016)seecommunicationskillsasmost important leadershipattribute. Projectmanagerdoes not communi- catewithlanguageonly,butalsowithcharacter–attitude,behaviour and personality (Zulch 2014b). The project manager that is trusted by the team and gets them to work together will communicate suc- cessfully (Zulch 2014b). He or she must lead the global team effec- tivelybycommunicatingefficientlyviathemeansofcommunication that are available today (Kalyvas 2009). Ranf (2010) adds that the projectmanagerneedstounderstandhisorherowncultureandthe cultures of the project stakeholders. Oertig and Buergi (2006) also emphasize the importance of selecting creative leaders with a col- laborative leadership style and excellent communication skills. Flu- ency in both technical and leadership languages is required. Tech- nicallanguagehelpstodefineoutcomes,justasleadershiplanguage servestocreatetrust,manageconflicts,invitecommitment,andem- brace accountability while producing the right results. Successful projectmanagersneedtohavebothprojectmanagementandleader- shipskills(ProjectManagementInstitute2013).Kerzner(2009)adds that to be effective, a project manager should be aware of commu- nication styles of others. Effective team leaders are social architects who understand the interaction of organizational and behavioural variables and can foster a climate of active participation, account- ability and result-orientation. This requires excellent understand- ing of the business environment and its cultures, combined with sophisticated project management and leadership skills (Thamhain 2012). Management of global projects requires leaders with access and ability of transition between different departments of the com- pany, in order to promote the means of interaction within the team, tostimulateinterculturallearningandimplementtrainingprograms to help develop the mind-set (Rodrigues and Sbragia 2013). Oertig and Buergi (2006) appreciate the investment in language and inter- cultural communication training, as communication is a skill, and it must be developed through education and practice (Zulch 2014b). Successisnolongertheresultofafewgeniuses,butdependsonef- fectivemultidisciplinaryefforts,involving theteamandotherstake- holders interacting in a highly complex, intricate, and sometimes evenchaoticway(Thamhain2012).Thelistofprojectmanagercom- petencies is getting more and more extensive, which makes it hard to extract the core competencies only. Authors observe growing fo- cus on soft competencies, but also the need of an update on project number3·2020 185 MartinBizjak andArmandFaganel managementeducationtofillthegapbetweeneducationandthereal world (Alvarengaetal.2019). internalcommunicationinglobalprojectteams There are vast differences between communication on traditional andonglobalprojects.Theroleofcommunicationinglobalprojects isevenmoreimportantthanintraditionalduetotheirspecificprop- ertiesandrequirements.Zajac(2013)seesprojectteamcommunica- tion as increasingly relevant research topic because the companies do more and more work in form of projects. Rodrigues and Sbragia (2013) also detect increasing trend of global projects and multicul- tural project teams, while Mossoly (2015) identifies the demand for special skills and knowledge required for managing global projects, raisingtheinterestofresearchersinthis area. TheRoleandtheProcessofCommunication inGlobal ProjectTeams Communication is as a core competency and connects project team membersto commonsetofstrategies,goals andactions.Although it is mostly viewed as the proper and timely delivery of information, it is more than that – the way that project managers generate the grounds for a project (Ziek and Anderson 2015). It could be defined asthefunctionthatintegratescost,scopeandtimetoachieveaqual- ity product and may be seenas having a foundation function (Zulch 2014a). Tkalac Verˇ ciˇ c, Verˇ ciˇ c, and Sriramesh (2012) define internal communicationasaninterdisciplinaryfunctionintegratingelements of human resources management, communication and marketing. Most of the tasks performed by members of global teams are com- municative and language-related (Zajac 2012). Communication is a key project manager‘s skill that has an impact on other cornerstone areas of project management (Men and Yue 2019). It must be deliv- ered in a way that ensures effective participation of team members in order to achieve high team performance (Sarhadi, Yousefi, and Zamani 2018). Effective internal communication is crucial for suc- cessful organisations as it affects the ability of managers to engage employees and achieve objectives (Welch and Jackson 2007), more- over it is important integral part of employee development practice and one of the core elements of implementing employee develop- ment (Proctor and Doukakis 2003). It is also an important concept and integral to internal public relations with links to positive orga- nizational and employee outcomes such as employee engagement (Karanges et al. 2015). It contributes to positive internal relation- 186 management·volume15 InternalCommunicationin Global ProjectTeams shipsbyenablinghorizontalcommunicationbetweenmanagersand employees,butcanalsoposeathreattoorganisationalrelationships, aspoorcommunicationcanbecounter-productive.Projectmanagers who allow the team to take responsibility for their work will attain more from team members and communication will be more effec- tive (Zulch 2014b). According to FitzPatrick (1997), effective com- municationofentireprojectteamistheconditiontohavesuccessful communication. Understanding the needs of different stakeholders, their motivations and interests is crucial for project managers(Fitz- Patrick 1997), as they are the key to the successful communication management (Curtin and Jones 2001). Project team members need to constantly collaborate, share, collate and integrate information and knowledge in order to realise project objectives (Zulch 2014b). Global project managers must involve the team members to iden- tify the stakeholders and understand the communication channels between the team members. Having this in mind, good communi- cation strategy must be defined (Binder 2009). Even if the project manageristhecentralpointthroughwhichcommunicationsusually flow,theteammembersalsoneedtobeeffectiveintheirinteractions with the stakeholders. To ensure this, the entire team needs to un- derstand the goals, objectives, outcomes and benefits of the project (Cervone 2014).Sarhadi, Yousefi, and Zamani(2018)suggestthatin modernparadigm,centralizedpowerhastakenacoordinatorrolein projectteamsbyestablishingacommunicationbottleneck,butinthe participation paradigm, information flows freely among all project team members. Focused power is therefore replaced with effective communication.Stare(2011)ontheotherhandarguesthatincrease of project manager authority positively impacts on several cultural dimensions and has a direct impact on the project’s performance. Allen,Lee,andTushman(1980)suggestthatresearchprojectsshow the best performances when they are not dominated by any indi- vidual, while technicalprojects performbetterwhenthe manageris moredominant andinternalcommunicationmorestructured. Inpractice,communicationprocessusuallydoesnotrunsmoothly and provides a constant challenge to project team members, espe- ciallytoprojectmanagement.Severalorganizationsarefacingprob- lemswithcommunicationonprojectsandonlyoneinfourorganiza- tionscanbedescribedashighly-effectivecommunicators,asProject ManagementInstitute(2013)reveal.Theyfurtherinformusthatap- proximately two in five projects do not meettheir original goals and business intent, and one of those is related to ineffective commu- nication. There are several problems attributed to communication number3·2020 187 MartinBizjak andArmandFaganel (Molena and Rovai 2016) and several possible causes for ineffec- tive communication. A thorough analysis of each single case is re- quired to identify the root cause. Monteiro de Carvalho (2013) does list one possible general cause;although the importance of commu- nicationisrecognized,theformalizedcommunicationprocessesand practices are neither followed nor prioritized by project managers. Highperformingmulti-culturalprojectteamsontheotherhandtend to have clearly defined communication procedures (Ochieng 2019). Cervone(2014)agreesthatcommunicatingindefinedpatternshelps to improve communication. Communication can be also impacted whendifferentstakeholdergroupsusedifferentjargonandlanguage (ProjectManagementInstitute2013).Everyprojectshouldtherefore have an agreed upon glossary of terms and acronym list and this should becomeanessentialtoolinprojectwork(Moozetal.2004). CommunicationChannelsinGlobalProjectTeams Whendiscussingaboutcommunication,itisnotallaboutthecontent and information design, but also appropriate media or communica- tion channel selection. While information design seeks to improve theeffectivenessofinformation,communicationdesignisconcerned with the selection of media most suitable for carrying particular in- formationtospecificaudiencesorrecipients(FoxandGrösser2015). The most important communication methods to use during the ex- ecution of a project are written, oral and electronic communication, of which written and oral communication are regarded as the most effective communication methods (Zulch 2014a). Traditional com- munication channels don‘t neither satisfy nor follow the increas- ing requirements of global projects. Rapid technology development constantly introduces new possibilities and plays important role in development of communication process. Global projects are being increasingly managed through internet networks to increase effi- ciencies and facilitate communication and information distribution. Thanks to online collaborative toolsets, project-related material can becustomizedtostakeholder‘sroleandfunctionintheorganization (Harley 2011). Social media are another suitable environment and communication channel for global projects and their usage is found tobeincreasing.Socialmediacategoriesofdocumentsharing,speed of exchange and wider coverage, irrespective of geographic location are found as most useful for team cohesion. Cohesion, coordination and relationship building within global teams are seen to be sig- nificantly enhanced by the use of social media tools (Kanagarajoo, Fulford, and Standing, 2019). The most frequently used of current 188 management·volume15 InternalCommunicationin Global ProjectTeams digital media and social media tools for euprojects are Facebook, Newsletter,Publications andLinkedIn(PivecandMaˇ cek2018).Due torapidtechnology development,therearemoreandmorecommu- nication channels available. Po, but it is very important that those are well-accepted by the stakeholders. If the media which is carry- ing the message is not acceptable to employees, it has low chance of being attended to or acted upon (Welch 2012). Some employ- ees are still found to be relying on traditional channels, preferring e-mail, face-to-face communication, and telephone. Therefore, or- ganizations may want to consider if and how to allocate resources for communication technologies. Although newer technologies hold great promise, resources may be better used in other areas if em- ployees are not using those technologies (Snyder and Lee-Partridge 2013). Actual use of communication technology lags behind techni- caldevelopmentandmorecouldbedonetoencouragepeopletode- velop greater confidence on the suitability and dependability of the new technologies (Lee-Kelley and Sankey 2008). Successful project management with strong communication practice will change and evolve theorganization(JohansenandGillard2005). culturalimpactoninternalcommunication inglobalprojectteams Research into the cultural impact on multinational businesses was, and still is, the key to the success of global businesses (Zein 2012). Cultural issues can influence both positively and negatively the management of global project teams. There are several manage- mentchallengesthatrequiretheadoptionofcertainwaysofdealing with culture impacts to minimize potential problems in this context (Lima and Patah 2016). Distance between two countries can mani- fest itself along cultural, administrative, geographic, and economic dimension. Each dimension influences different businesses in dif- ferentway.Whilegeographicdistanceaffectsthecostsoftransporta- tion and communication, cultural distance for example affects con- sumers’ product preference (Ghemawat 2001). Economic situation of the country can also influence the cultural reaction to the project managementdeployment (Bredillet,Yatim,and Ruiz 2010).Cultural management needs to be included in the global project manage- ment spectrum as this will not only improve stakeholder resource management, but also the communication process. The literature of project management is light on the topic of managing stakeholders and there is little evidence of project managers learning from their colleagues in other disciplines (FitzPatrick 1997). Project managers number3·2020 189 MartinBizjak andArmandFaganel traditionallyhavefocusonefficiencyandkeepingthecostsaslowas possible, which has reflected into downplaying cultural and institu- tionaldiversity.Thiscanoftenbepushedbackontraditionalproject, but not in a global project (Ainamo et al., 2010). Anantatmula and Thomas (2008) see the global business environment and cultural values as two main driving factors that can be used as basis to build asuccessfulprojectmanagementeffortinglobalprojects.Tobesuc- cessfulin managing resourcesacross the globe, expectations for the teammustconsiderthelimitationsofglobalprojectteams,including cultural differences and language barriers. How project managers manage these differences will determine the success of the global teamasawhole (Browne etal.2016). CulturalManagementasNecessaryPartofGlobalProject Management As already explained, people from different nationalities think dif- ferently about the relationship between the individual and the or- ganization and have different perception of what an organization is, but a strong organizational culture can overcome barriers in a na- tional culture (Hofstede 1983). Organizational culture has a signif- icant influence on project performance and the long-term success of organizations (Yazici 2009). It is very important for people from other cultures to have more respect for the culture (especially or- ganizational) of the country where they are located and work well with those leading their organizations, especially project managers, in order to contribute their best in team communication. Li agrees thatforeignersshouldunderstandandrespectlocalcultureinorder to mitigate culture risk. Appointing overseas project manager who is good at cross-culture management and has previous working ex- perience in host country can also prove useful (Li 2009). The key to managing diversity is through cultural literacy and competency therefore project managers should take time to learn about differ- entcultures(Obikunle2002).Everyglobalteamshouldhaveatleast somememberwhohaspriordistanced-workingexperienceandcan helpotherglobalmemberstodealwithpossibledifferences,tailored personal development programs and team-building exercises in or- dertoraiseculturalawarenessandempathy(Lee-KelleyandSankey 2008). Cross-cultural management is often regarded as a discipline of international management focusing on cultural encounters be- tween what are perceived as well-defined and homogeneous enti- ties and offering tools to handle cultural differences as sources of conflict or miscommunication, as Søderberg and Holden (2002) ex- 190 management·volume15 InternalCommunicationin Global ProjectTeams plain. Same authors argue that this approach is out of phase with the business world of today, with its transnational companies that face the challenges of the management of global knowledge net- worksandmulticulturalprojectteams,interactingandcollaborating across boundaries using global communication technologies. Effec- tiveuseofcross-culturalprojectteamscanprovideasourceofexpe- rience and innovative thinking to improve the likelihood of project successandenhancethecompetitivepositionoftheorganization.To achieve project goals and avoid cultural misunderstandings, project managers should be culturally sensitive and promote creativity and motivation through flexible leadership. Multicultural project man- agement can succeed through culturally aware leadership, effec- tive cross-cultural communication, mutual respect, and reconcilia- tion (Anbari et al. 2009).Eriksson et al. (2002)agreethat good lead- ershipcanresolveproblemsbasedonmisunderstandingswhichare very common for global projects. Ochieng (2019) noted that effec- tive project integration would have a positive effect on project suc- cess. The main categories for efficient integration process, central for project leaders and their project teams to appreciate and under- stand,arecross-culturalcollectivism,cross-culturalempathy,cross- culturalchange,andcross-culturaluncertainty. Each and every project, including global, requires a project team, which is the core element in project execution (Mossolly 2015). Go- ing one step further, contemporary project management environ- ment may require coordination and managementof multiple teams, across multiple sites and even countries (Harley 2011). In contem- porary environment, using global teams is a must for companies in order to take advantage of the knowhow and globally dispersed competencies,toassuretime tomarketandprovide bettercustomer support(Erikssonetal.2002).Effectivemanagementofgloballydis- persedprojectteamsinvolvesacomplexsetofvariableswhichrelate to the organizational structure, business process, managerial tools, and to the people in the organization and to the work itself. Peo- ple issueshavethestrongestimpactonprojectperformanceasthey affect many of the secondary performance variables, such as work process and managerial tools. People are an intricate part of these subsystems, and issues affecting the people eventually impact the broader enterprise. Working seamless across borders and cultures requiresmore thanjustissuingwork orders,projectsummaryplans or management guidelines. It requires emphasis on common val- ues and goals to focus and unify the team (Thamhain 2013). Zulch (2014b) recommends a people-orientated approach towards project number3·2020 191 MartinBizjak andArmandFaganel management,sincethe humanelementformsthe projectteam.The projectteambecomesanopensystemasthehumanelementcontin- uously interacts with the external environment by receiving energy in and producing work out (Henrie 2014). The research on global projects shall always be associated with a clear link to global virtual team(Mossolly2015). NationalCulturesandTheirSpecifics Each culture brings specific way of thinking and acting, a particular logicandacertainwayoflife.Thesefactorsbecomeapparentbythe time nations meet, as each party believes to behave in the one and onlycorrectandrightway.Thetoughworkofaprojectmanageren- tails coordinating all those ‘right ways’ to overcome the differences (Huang 2016). The classic approaches and methods of project man- agement being used so far in most industrial applications were de- veloped in the Western world (Huang and Chung 2014). The West- ern project management approach requires the use of not only its technology but alsoits valuesand beliefs (Wang andLiu 2007).This mightworkfortraditionalprojectsinWesternworld,butnotforcul- turally dispersed global projects or even traditional projects outside Westernworld.Huang(2016)andseveralotherresearchersfindsig- nificantdifferencesbetweencultures inapproachtoprojectwork. Asian and Middle Eastern countries usually deliberately create opportunities to talk about business unofficially outside of the work environment. Asians like to use the indirect and extra-verbal com- munication to convey a message with the help of a specific location or gesture. The Chinese and East Indians prefer the project com- pletion inphasestoholistic approach.Theyareaccustomedtoreact fast in the event of unforeseen situations. Chinese and Taiwanese have a tendency to be neglectful of accurate record keeping (Huang and Chung 2014). Mainga (2017) observed, after studying uae con- struction industry, that project management in Middle East is based on hierarchy of roles. This hierarchical segregation often results in mistrustwithintheteamandalsoresultsintheformationofdivisive ‘teams within teams’ leading to a low productivity and lack of syn- ergyduetopowerclashesandacontinuous efforttobringdownthe other team. State-owned enterprises in uae have the resources and willingness to recruit the ‘best’ project management talent/experts wherevertheycanfindthemacrosstheglobe.Threetopfactorsthat inhibitknowledgetransferacrossprojectsin uae arehightimepres- sures towards the end of the project, too much focus on short-term project deliverables and fear of negative sanctions when disclosing 192 management·volume15 InternalCommunicationin Global ProjectTeams project mistakes. On the other hand, China is culturally a long way awayfromnearlyeverywhere.ThemanydialectsoftheChineselan- guage are notoriously difficult for foreigners to learn, and the lo- cal population’s foreign-language skills are limited. Well-developed Chinesebusinessculturebasedonpersonalconnections,oftensum- marizedinthetermguanxi,createsbarrierstoeconomicinterchange withWesternerswhofocusontransactionsratherthanrelationships (Ghemawat 2001). Chinese tend roughly to keep in mind the final goal and start the project in small steps. By the end of each project phase,theycheckthestatusandadapttheprojectplan.Ifnecessary, even the project goal can be adjusted according to the happenings. The preliminary framework serves as a guideline, however it’s not unchangeable. They may give the impression that they are lacking concentration and consistencyhowever this is due to the difficulties tocometoanagreementwithallstakeholders.Theadvantageofthe Chinese concept is a very fast reaction time. If necessary, Chinese can work non-stop – day and night – and they expect an authoritar- ian leadership. Periodical controlling, especially in the early stages, is necessary. The Chinese work philosophy is: ‘All is well that ends well’(Huang2016).Ingeneral,theChinesetraditionalvalues/beliefs of strong hierarchy, family consciousness, and boss orientation are empiricallymajorculturalbarriers(WangandLiu2007). Germans like direct and open communication (Huang and Chung 2014) and usually work out an entire complex concept with all the necessarydetails atthe verybeginning. After allparticipants accept theplantheprojectiscompletedmethodically.Everybodyknowsex- actly what to do and works autonomously. The schedule is treated very seriously and strictly observed, any plan modifications are not welcome. Some of the rare factors that might make plan modifica- tionpossiblearethequalityissues.TheGermanworkphilosophyis: ‘Dotherightthingfromthestartanditsavesyoutroubleintheend’ (Huang2016).MiddleandNorthEuropeansusuallytalkaboutbusi- ness at official occasions such as meeting. German and Swiss engi- neers are used to a holistic approach to project and work according to a plan. Europeans need longer time to react in the event of un- foreseensituations incomparison toAsians.Correctrecordkeeping is of utmost importance for the Germans and the Swiss (Huang and Chung 2014). Project managers from The Netherlands or Germany whoaremanagingprojectsinthe us,Canada, uk,Australia,orSwe- den should be aware that their preferences for detailed analytic as- sessment at fixed time intervals is not appreciated in their host cul- ture.Theyshouldadapttothecontinuousverbalupdatepracticesvia number3·2020 193 MartinBizjak andArmandFaganel telephone to keep their project owner informed (Müller and Turner 2004). Americanstendtodefinethe centralobjective first,andthenthey decide whether to break it down into different steps or treat it as a complex entity. The reaction on an enquiry is quick and flexi- ble. Americans keep the active lead and always follow the princi- ple:‘Don’tletitlie’(don’tletitgocold).Customerrequirementsand wishes have high priority. However, uncontrolled changes or con- tinuous growth in a project’s scope is generally considered harmful. ‘Scopecreep’belongstobusiness.Awell-executedriskmanagement isexpected.TheAmericanworkphilosophy is:‘Nothing is everper- fect. Ifnobody loses,everybody wins (Huang 2016).The situation in South America is quite different than in usa.Studyingtheprocess of managing global project teams in Brazilian multinationals, Ro- driguesandSbragia(2013)foundthatalthoughtheprojectmanagers recognize, even intuitively, that the cultural characteristics of indi- viduals can affect performance, they are still incipient and rare the activities of planning and development of teams seeking to address the issue. The difficulties are worked in a style of trial and error, with little advance planning and a few actions effectively structured and systemic. Project managers from the us, Canada, or ukshould change their communication behaviour when working in Japan or Brazil.Thepracticeofverbalupdatesfromtheirhomecultureisnot appreciated in their host country. Personal communication at mile- stoneorprojectend,aswellasatfixedintervalsisrecommendedfor thesecountries (MüllerandTurner2004). Discussion Intotal85publicationswereincludedinthisresearch.Byfarmostof these, 71, are articles, from which 45 were published in last decade. Further22werepublishedinfirstdecadeofthiscentury,meanwhile 4 areolder. We also considered 3 books, 9 conference papers,1 doc- toralthesisand1masterthesis.Thefulllistofreviewedliteratureis presentedintable1. Conclusion The role of communication in project management is getting more important nowadays due to increasing trend of global projects and theirspecificrequirements.Globalprojectscanusuallybedescribed as high complexity projects and managing global projects using tra- ditional project managementapproaches is difficult, or evenimpos- sible. In addition to those shared with traditional projects, global 194 management·volume15 InternalCommunicationin Global ProjectTeams table1 List ofReviewedLiterature Aarseth,Rolstadås, andAndersen (2013) LimaandPatah (2016) Ahuja,Yang,andShankar(2010) Mainga(2017) Ainamoetal. (2010) Men(2014) MolenaandRovai(2016) MenandYue(2019) Alami(2016) Mooz et al.(2004) Allen, LeeandTushman(1980) Mossolly (2015) Alvarengaetal. (2019) MüllerandTurner(2004) AnantatmulaandThomas(2008) MohdandNoraini(2012) Anbarietal. (2009) MonteirodeCarvalho(2013) Binder(2007) NishiiandOzbilgin (2007) Binder(2009) Obikunle(2002) Bjorvatn andWald (2018) Ochieng,EdwardG(2019) Bredillet, Yatim,andRuiz(2010) OertigandBuergi(2006) Bristol andYeatts(2010) Parker,Kunde,andZeppetella(2017) Browneetal.(2016) PivecandMaˇ cek(2018) Butt,Naaranoja, andSavolainen(2016) ProctorandDoukakis(2003) CaldasandGupta(2017) ProjectManagementInstitute(2013) Chiocchio(2007) Ramsing(2009) Collyer (2016) Ranf(2010) CurtinandJones (2001) RodriguesandSbragia(2013) DubeandKatane(2017) Rolstadås etal. (2014) Eriksson etal.(2002) RuckandWelch (2012) FitzPatrick(1997) Sarhadi,Yousefi, andZamani(2018) Fossum etal.(2019) ShoreandCross (2005) FoxandGrösser (2015) SnyderandLee-Partridge(2013) Cervone(2014) SøderbergandHolden (2002) Ghemawat(2001) Stare(2011) GrayandUlbrich(2017) Söderlund(2004) Harley(2011) Thamhain(2012) Henrie(2014) Thamhain(2013) HenrieandSousa-Poza(2005) Tkalac Verˇ ciˇ c, Verˇ ciˇ c, HenttonenandBlomqvist (2005) andSriramesh(2012) Hofstede(1983) WangandLiu (2007) Huang,(2016) Welch(2012) HuangandChung(2014) WelchandJackson(2007) JarvenpaaandLeidner (1999) Winteretal.(2006) Johansen andGillard(2005) Yazici(2009) Kalyvas(2009) Zajac(2012) Karangesetal.(2015) Zajac(2013) Kerzner(2009) Zein(2012) Kanagarajoo,Fulford, andStanding(2019) ZiekandAnderson (2015) Lee-KelleyandSankey(2008) Zulch(2014) Li(2009) LimaandPatah (2016) projectshavesomeunique characteristics,whichneedtobeconsid- ered.Theclassicprojectmanagementmethodsmightnotbethebest number3·2020 195 MartinBizjak andArmandFaganel fit for global projects, as there are significant differences between cultures in approach to project work. Moreover, traditional ways of communication don‘t meet the requirements of global projects, as they cannot fully answer the global project challenges such as dis- tance,culturaldiversityandlanguage. Several attributes distinguish global from traditional projects, among these some unique risks and success factors were observed. Among other political, economic and cultural risks, lack of mutual trustisrecognizedasoneofthemostsevererisksonglobalprojects. Themostimportantsuccessfactorsbesideseffectivecommunication are project management competency, flexible leadership, change management and cultural management. Special requirements for global project manager were identified. Global project manager has topossessspecialabilitiesandskills,comparingtotherequirements for the traditional project manager. Communication skills are the most important leadership attribute, while there are several addi- tional requirements such as cultural and interpersonal awareness, networking ability andtechnologicalliteracy,justtonamefew. Communicationisthefunctionthatintegratescost,scopeandtime to achieve quality. It has a fundamental function and is one of the cores, if not the key activity of every single project. Effective com- munication ensures effective change management, efficient stake- holderparticipationandiskeyconditiontomeettheprojectscopein required time, cost and quality. Successful project communication is only possible when the entire project team is communicating effec- tively. Good communication strategy must be defined, together with techniques, rules and templates to communicate effectively over a distance. Project management authority and distribution of formal poweralsoplayimportantroleineffectivecommunication.Themost important communication methods to use during the execution of a project are written, oral and electronic communication. With rapid development of technology, global projects are being increasingly managed through internet networks and other modern communi- cation channels, including social networks. Actual use of communi- cationtechnology lagsbehind technicaldevelopment. Cultural issues can influence both positively and negatively the management of global project teams. Cross-cultural project teams can provide a source of experience and innovative thinking to im- provethechancesofprojectsuccess.Peopleissueshavethestrongest impact on project performance. To mitigate culture risk, foreigners should understand and respect local culture. Multicultural project management can succeed considering success factors such as cul- 196 management·volume15 InternalCommunicationin Global ProjectTeams turally aware leadership, effective cross-cultural communication, mutual respect,andreconciliation. Organizationalculture hasasig- nificantinfluenceonprojectperformanceandcanovercomethebar- riersofnational culture.Culturalmanagementhastobe includedin the toolbox ofglobalprojectmanagement. Thetrendofprojectmanagementresearchisontherise,although theavailableliteraturecontinues tobelimited.Findings andknowl- edge from other disciplines need to be woven into project manage- mentresearchtofillinthegapsandhelpbuildprojectmanagement- specific theories and research methods. Project manager must still lookoutsideprojectmanagementliteratureforinformationcommu- nication and culture topics and the implications these have toward project team success. The path towards multidisciplinary project managementshould befollowed. Limitations Our literature review covered 87 quantitative and qualitative stud- ies, each of them with its own specific limitations. Despite the best effortstoconsiderallofthesewithinourresearch,thiswasnotfully possible, thus thegeneralizationof thefindings islimited. We mainly focused on internal communication between project core team members; communication with other project stakehold- ers was not investigated. This limitation includes both stakeholders outsideandinsidetheorganization,suchashighermanagementand other company departments. Only cultural impacts to internal communication were investi- gated, neglecting other impacts, such as political and economic im- pacts. Communicationisacomplexresearchtopicandourresearchonly toucheditfromtheperspectiveofglobalprojectmanagement.Prin- ciples of communication which are mainly researched from other fields of science but might have an important impact on area under researchwerenotconsidered. Despite thorough investigation we allow the possibility that some contemporary study was not considered within our research and its findings wereexcluded. FutureResearch Internal communication in global project management is definitely anemergingtopic andtherearelots ofgaps tobe filled with further researchonthisfield.Internalcommunicationassessmentismostly number3·2020 197 MartinBizjak andArmandFaganel focusedonchannelsused,orvolumeofinformationgenerated.Pro- cess explanations are being investigated rather than the content of the communication itself, how well it is provided, or understanding. Achangingcommunicationenvironmentcallsfornewapproachesto assessmentwithanemphasisoncommunities,contentanddialogue rather than volume and channels (Ruck and Welch 2012). Despite the acknowledged need to focus on communication as a whole in projectsthereisnoindicationintheliteraturethatanycollaboration exists between the field of corporate communication and the field of project management – creating a gap at the intersection of the twofieldsofresearch(Ramsing,2009).Interdisciplinaryresearchon multicultural andmultilingual communicationshould befocusedon both external and internal communication carried out in the inter- nationalenvironment(Zajac2012).Theresearchoncommunication in global projects should be always linked to global virtual team, as peoplearethekeyingredientofeverysingleprojectteam.Research needstobecombinedwithotherrelevantscientificdisciplines,such associology,psychologyandphilosophy,andfindingsfromthesear- easshouldbe appliedtoprojectmanagement. National culture and its influence on the project management process have received little emphasis in the literature (Shore and Cross 2005). While research in project management has given ad- equate attention to improving efficiency of instrumental arrange- ments, the treatment or leveraging of cultural and institutional in- gredientsinprojectshasreceivedlessattention(Ainamoetal.2010). Empirical-based project management research continues to be lim- ited.Researcherswillneedtoincorporatetheoriesandconcepts,de- veloped in other disciplines, to build project management-specific culture-based theories and research methods. Literature reviews showaconsistentlylowlevelofculture-specificliteraturewithinthe leading project managementjournal publications. Project managers must look outside project management literature for information and guidance on culture and the implications it has toward project team success. To overcome the lack of available culture information within the areas surveyed, the project manager must expand his or her reading and learning to other culture-based discipline areas (Henrie and Sousa-Poza 2005). In global environments, it is neces- sary to have a more holistic view of the problems, since the sum of the parts is not necessarily equal to the whole. This raises the im- portance of engaging scholars, theorists and practitioners respon- sible for project management and their teams in a broader discus- sion that relates various disciplines of business administration and 198 management·volume15 InternalCommunicationin Global ProjectTeams organizational theories, management and even people from other areas. Rodrigues and Sbragia (2013) suggest moving in multidisci- plinary project management. Cultural impacts and their influence on projectmanagementshould receivemoreemphasisin thelitera- ture,alsomergingtheresearchwithotherscientificdisciplines,such asethnography,historyandanthropology.Findingsfromtheseareas should beapplied toprojectmanagementresearch. Nishii and Ozbilgin (2007) urge researchers to carefully describe the potential cultural boundedness of their research findings, and avoid (implicitly or explicitly) assuming that research findings from oneculturewillgeneralizetootherculturalcontexts.Sinceeachcul- ture has its own specifics, this brings a lot of challenge to general- ize the findings of any research done on some specific case. Limita- tions have to be always emphasized and considered both in further research and in practice. The research on internal communication in global project teams fits better to qualitative paradigm, with case studies assuggestedresearchmethod. Projectmanagementresearchisingeneralstilllackingtheknowl- edge from other scientific disciplines and there are significant gaps in project management-specific theories and research methods ob- served.Theaimshouldbetofillinthesegaps,combiningandmerg- ing projectmanagementwithotherrelevantscientificdisciplines. References Aarseth, W., A. Rolstadås, and B. 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