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This paper will ldelve into the cultural quotient and

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This paper will ldelve into the cultural quotient and its significance in project managementwithin the Irish consulting industry. For this purpose, this study will consider a leadingconsulting agency in theIreland,EY. The goal for considering the case study will be to ensurethe role of CQ in managing projects of a leading company like EY. This paper will investigatethe effects of culture on negotiations, leadership styles, decision-making, working people,
and communication (Shao, 2018).Conceptual frameworkThe following conceptual framework will visualize the success and failure criteria of thecompanies that implement cultural quotient in managing their projects. The success factorleads to leadership competence, effective communication, team creativity, and culturalawareness. In contrast, the failure leads to loss of time and resources and reduced efficacy ofthe team members who do not adopt CQ. All these success and failure aspects have asignificant impact on the project management capability of the companies. Companies withhigh CQ are likely to enhance commitment and trust among the team members, streamlinetheir projects, solve problems, enrich coordination and bring innovation (Keles and Battal,2017).Figure 1: Conceptual Framework
Research Aims and ObjectivesPrimary and secondary AimsThe primary aim of this study is to evaluate the significance of cultural quotient in themanagement of multinational projects. For this purpose, a leading consulting company, EY,will be assessed in this study. This proposal aims to examine the impact of cultural quotient inthe management of multinational projects within the Irish consulting industry, particularly inthe EY organization.Primary and secondary ObjectivesTo examine the impact of cultural quotient on themultinationalproject managementTo Interpret strengths, weaknesses, negative and positive traits of cultural quotient andits impact on the success and failure of the projectsResearch QuestionsIs there any relationship between cultural quotient and project performance in theproject success and failure?How significant is the capability of the project managers of being culturally intelligentwhile having direct alignment to the success or failure of projects?Research HypothesisHypothesis 1H0:cultural quotient does not impact positively on the management ofmultinationalprojectsH1:cultural quotient impacts positively on the management ofmultinationalprojectsHypothesis 2H0:strengths, weaknesses, positive and negative aspects of cultural quotient do not haveimpact on the success or failure of project managementH1: strengths, weaknesses, positive and negative aspects of cultural quotient have impact onthe success or failure of project managementHypothesis 3H0:the ability of projects managers to be culturally intelligent is not important to the projectsuccess or failureH1:the ability of projects managers to be culturally intelligent is important to the projectsuccess or failureSection D. Literature Review

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