Business Project Management and National Culture

There is no use denying the fact that in the modern world rivalry is one of the main forces that influences development of society and individuals. Moreover, various organizations and companies are also affected by this issue and try to organize their functioning in the way that could help them to become beneficial and win the rivalry. Due to this fact, various new models are constantly created and implemented to the functioning of organizations. Additionally, the influence of various external factors is also taken into account. That is why, great attention nowadays is given to the national culture. Being one of the most important factors, it could influence performance of a person greatly,

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Thus, Teresa Schmiedel, Jan vom Brocke and Jan Reckner (2012) state that the process of Business Project Management (BPM) could be successful only if the influence of national culture and its role in the process are taken into account by a manager. The authors underline the fact that some values and specific qualities could be taken as rather useful in terms of BMP and even lead to the increase of the level of performance.

That is why, according to the BMP-culture model outlined by Schmiedel, von Brocke and Reckner (2012) these values should be developed for a worker to use them while performing his/her duties. Under these conditions, the national culture could have the positive impact on the whole company. Besides, vom Brocke and Sinnl (2015) also agree with the outstanding importance of culture in terms of the functioning of a company, providing their own research and theoretical background for the above mentioned idea. They tend to prove that there is a complex interconnection between the culture of a worker and the main concepts of the BPM (vom Brocke & Sinnl 2015).

Having made the overview of the sources that also cogitate about the influence and the role of culture, vom Brocke and Sinnl (2015) come to the conclusion that the majority of them revolves around organizational culture, while national culture is not mentioned. With this in mind, they outline the necessity of the investigation of this issue because of its great impact. Nevertheless, reviewing the literature connected with the issue, the authors state the fact that nowadays the importance of national culture for a company is evidenced by the introduction of the concept of BMP culture that is comprised of three dimensions which are national culture, organizational culture and group culture (vom Brocke & Sinnl 2015).

The greater part of the modern literature centers around the last two notions, however, the first one should also be given the same attention. It should also be said that the role of the culture in the functioning of a company and business redesign is also shown by Sikdar and Payyazhi in their research. Cogitating about the main purposes and methods of organizational change, they emphasize the impact that culture has on it. Revolving about the integration of 8-S dimensions of Higgins model across various phases, the authors also underline the fact that being an important part of BMP, national culture should be taken into account (Sikdar & Payyazhi 2013).

With this in mind, it is possible to say that nowadays a good basis for discussion about the role of national culture in the success of implementing change management in reaction to BPM. That is why, it is possible to cogitate about the given issue. First of all, it should be sad that one of the main aims of BPM is the creation of good conditions for all workers that would be able to increase the level of their performance and lead to some extra benefits.

Yet, it is also obvious that BMP should take into account all peculiarities of employees in order to guaranty them comfortable conditions. That is why, nowadays the tendency towards the increase of the importance of the issue of culture could be observed. However, managers emphasize organizational and work culture, traditionally taking them as the most important factors of the functioning of a company. Thus, it is possible to show the mistakenness of this approach as national culture has much greater impact on the functioning of a company as it influences both organizational and work cultures. The thing is that culture determines the way in which a worker performs his/her duties, communicate with his/her colleagues and the attitude of a person towards his/her role in a company.

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With this in mind, it is possible to admit the primordial character of national culture. Resting on these facts, one can make the assumption that the implementation of change management seems impossible without the admitting the role of culture in this process. Being one of the main determiners of the way in which a person could work and perform his/her duties, culture could not but influence a persons approach towards the whole company, managers and the policy which is exercised there. Under these conditions, the idea that the achievement of the main BPMs objectives is impossible without a cultural fit could be taken as dominant.

The BPM culture nowadays becomes one of the key elements of the success of any company or organization. Moreover, the approach which does not take into account peculiarities of national culture of people could be taken as wrong because it can lead to the significant decrease of the level of performance of people which, in its turn, could lead to the loss of incomes. With this in mind, ending the discussion of the issue of national culture and its role in the success of implementing change management in reaction to BPM, it is possible to outline an overwhelming influence which this phenomenon has on the functioning of any company.

Moreover, it is also possible to emphasize the fact that change management should be performed only in accordance with the peculiarities of national culture of workers as everyone has his/her own vision of these changes and they could have a certain impact on a person. With this in mind, national culture could be described as an integral part of BPM and change management, that influences the functioning of any company or organization greatly.

Nevertheless, having discussed the given issue and analyzed the sources devoted to the role of national culture in the functioning of an organization, it is possible to make a certain conclusion. It should be said that modern researchers tend to recognize a great impact of culture and the necessity of the investigation of this very phenomenon. There are many papers devoted to the issue that revolves around the various aspects of the implementation of the basic knowledge of national culture towards the functioning of a company.

The authors assume that nowadays BMP should be organized in accordance with the main peculiarities of national culture. The BMP-culture model suggested by researchers could be taken as the evidence of a great importance of the given issue. According to this very model, national culture becomes the basis which helps to organize the functioning of a company and implement some changes to its structure. Nevertheless, it is possible to conclude that nowadays the issue of national culture is a very topical and disputable question as its influence on the performance is investigated and discussed. Finally, the approach to BMP, which takes into account peculiarities of the culture, is considered to be the most efficient and innovative by the majority of authors.

Reference List

Schmiedel, T, vom Brocke, J & Recker, J 2012, Is your Organizational Culture Fit forBusiness Process Management? Web.

Sikdar, A & Payyazhi, J 2013, ‘A process model of managing organizational change duringbusiness process redesign‘, Business Process Management Journal, vol. 20, no. 6, pp. 971-998. Web.

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vom Brocke, J & Sinnl, T 2011, ‘Culture in business process management: a literature review‘, Business Process Management Journal, vol. 17, no. 2, pp. 357-378. Web.

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