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Abstract

Projects are increasingly cross-cultural and complex, both technically and relationally. The diversity of participants enhances differences in perceptions and understanding of meaning of the variety of signals (such as drawings and messages); often, the consequence is reduced performance and conflictual situations. Appreciation of such differences and of how people make sense of their worlds enables participants to appreciate the views of others and so, mitigate potential problems. Hence, a review of sensemaking literature is undertaken regarding individual and collective sensemaking, cultural schemas and the impact of cultural sensemaking on cross-culture international alliances, together with examination of application to contexts of construction, such as project realisation process and construction innovation. Conclusions advocate practical changes to secure heedful sensemaking towards improving relationships on projects and both process and product performance.

5. Conclusion

It is widely believed that culture impacts performance but what is less well understood is the impact mechanisms and consequences and their causal relationships are yet to be determined. The properties of the main culture theories are subject to limitations in application — taxonomies, typologies and dimensions can be restrictive and constraining in determining how projects are executed; fundamental, emic investigations of projects (as in ethnomethodology, grounded theory) seem appropriate to help reveal the dynamic trajectories of realisation performance and what impacts the variables involved (see also: Brookes et al., 2014).