The Generation of the Propositions

Based on the proposed relationships between the different elements of the framework, the following twelve propositions have been generated. The logic of each proposition is based on the literature related to it, as discussed in earlier sections. The propositions will be used for testing the relationships within the proposed framework. This will be done by populating the framework with empirical data collected as part of the research design. The propositions are:

P1: The subordinates' fear of their superiors is negatively associated with effective communication management

The literature review emphasizes on the importance of the relationship between the team members on one side and between subordinates and their superiors on the other side. A first proposition is that subordinates look at their bosses as people who have higher status and therefore they deserve to be respected and in some cases feared. This may apply to most individuals in collectivist cultures, where superiors exercise great power over their subordinates, threatening, in certain occasions, to terminate whoever challenges them. The bosses try to emphasize the difference in status between themselves and their subordinates. As a result of that, subordinates will lean towards avoiding open communication with their bosses, which in turn affect the project negatively.

P2: The dominance of relationship over tasks is negatively associated with quality management

The second proposition is that establishing and maintaining good relationships between subordinates and their superiors, in collectivist and high power distance cultures, is extremely important. In such cultures, the relationship between superiors and subordinates is considered as more important than doing the job or completing a task itself. This attitude impacts the quality of work, as incompetent workers are preferred over competent, based on good relationship with their superiors.

118

P3: Blindly following instructions by subordinates is positively associated with time and cost management

In high power distance cultures, where superiors are almost in full control of work, subordinates are expected to be told what to do, and to follow their bosses’ orders, with no questions asked. This saves time and money, and plays towards the success of the project. This may be interpreted, by others, as a negative sign, as subordinates, in this case, are not allowed to challenge their bosses and to be creative.

P4: Slow decision-making process is negatively associated with time and cost management

In high power distance cultures, managers are seen as people with status and power, and therefore they are expected to make decisions without consulting with their subordinates. In most cases, these decisions represent their personal views and will be adopted by subordinates regardless whether these decisions makers are competent or not. Slow decision-making process will result in wasted time and money, of the project.

P5: Protection of subordinates, by superiors, in return for loyalty, is negatively associated with stakeholder management

In low individualism cultures where groups' interests prevail over individuals' interests, subordinates at work are expected to obey their bosses and to show their loyalty, in return for protection by their bosses. Such acts by the superiors will negatively impact stakeholder relationships as some of those who enjoy their bosses' protection, may be, considered as unqualified.

P6: The attitude that the boss knows it all and has all the answers, is negatively associated with integration management

Projects are normally managed by one person: the project manager. This is the case no matter what the culture is. In high uncertainty avoidance cultures, the project manager acts as an autocrat who controls all aspects of the project and expects his subordinates to have faith in his ability and to show absolute respect, as he is the one who has all the answers, all the times. This will negatively impact the project integration.

119

P7: Flexible milestones is negatively associated with time management

In certain cultures, ‘time’ is not considered an important element in the success or failure of the projects. In these cultures, deliverables can be postponed easily causing damage to the project. Short-term orientation cultures think of ‘time’ as uncontrollable. God and only God has control over ‘time’. When milestones are missed or postponed, the whole project will be delayed and therefore unnecessary risks are introduced such as loss of reputation and damages in compensation for the project delays.

P8: Pursuit of short-term success is negatively associated with quality management

Looking for short-term results or success is one of the features of short-term orientation cultures. This attitude towards time leads to quick, incomplete results, and possible partial failure of the project. This of course will negatively impact the product and project quality.

P9: Working long hours is negatively associated with effective risk management Taking time-off for relaxation and clearing the minds for employees, is as important as the work itself. Not taking advantage of the free time in relaxation and recharging the sole and the body of the employees, by travelling or practicing different kinds of sports, will have negative impact on the work. Work injuries and illness could be serious risks, in restrained cultures, where time-off, or vacation is not a priority.

P10: Maintaining friendly relationships between workers positively impacts effective communication management

In feminine cultures, employees establish and maintain friendly relationships between themselves. In such cultures, everything depends on favours and on how good personal relationships between the employees. There is a belief in these cultures that having caring relationships between the employees will get the job done smoothly and quickly. This will have positive impact on communication and integration of the project.

120

P11: Fast adaptation of workers to changing circumstances is positively associated with integration management

When working conditions change, organizations encourage and expect their employees to adapt to the new environment and keep up the good work. In short-term orientation cultures, employees lean towards adapting to the new conditions and absorb and deal with any negative outcome. This in turn works for the benefit of the project integration, and for the overall success of the product and project.

P12: Staying in jobs despite dissatisfaction is negatively associated with efficient human resources management

Changing jobs, in societies with high uncertainty avoidance, seem to create fear and therefore is not considered a common practice. People in such societies prefer to keep their jobs despite their dissatisfaction. For managers, this is unhealthy situation. In this case, managers have to deal with workers who are willing to leave their jobs once they find what they are looking for somewhere else. The reason for the job dissatisfaction could be related to low salaries, bad treatment or any other reasons that are considered important for these workers. This has a negative impact on efficient human resource management.