The paper ends with a summary that relates the four articles with each other and to the main topic. A list of references used in this paper is attached after the summary.
In searching for articles to be used in this research paper, a basic search into the main topics was conducted. Key words such as "China", and "project management" were used in the search for journals that can be used. This resulted in a list of possible journal collections on the said keywords and two journals are refereed and fit the requirement of this research: The Project Management Journal collection as well as the International Journal of Project Management collection. In finding the appropriate articles, each journal collection was searched with key words such as "Western project management", "China project management" and "China" which generated articles as part of the specific journal collection. Since the search database was electronic, the four articles were chosen based on the availability of their full text for download.
This journal entry is directly correlated with the research topic chosen as stated on the title. It lists, based on actual experimentation, the various PM practices that are not conflicting with the Chinese culture, and thus will be preferred and applied by most Chinese PM Practitioners. The article's main objective is to identify Chinese traditional culture that may not support the Western methodologies of project management which need to be reshaped in order to fit the PM practices (Wang and Liu 2007, p. 62). A survey was conducted among post-graduate students from the Yunnan province of China to ask their opinion on the topic, based on their work experiences. The results showed that the Chinese culture on avoiding conflict or the Doctrine of Mean does not hinder the PM integrating practice, however, their focus on family consciousness, strong hierarchy and boss orientation prevailed over the Western methodologies of horizontal management, task-oriented execution and performance-based execution (Wang and Liu 2007, p. 69). The length of service of the company as well as the type of Western PM training their practitioners received also affected the prioritized culture they displayed in project management.
As a critique, the paper acknowledges its limitation in having done the survey only on one province in a country that has a large expanse and will have various sub-cultures as one travels through it (Wang and Liu 2007, p. 70). The conclusions presented are applicable to the Southwestern provinces at best, and will need to be cross-referenced with other studies to prove applicability of to China as a whole. Its strength lies on the fact that it considered various types of enterprises and years of existence in obtaining project experience. The article maybe accessed at .
V. Article 2: Key project management practices affecting Singaporean firms' project performance in China
This article is another significant study related to