Terry, (2007), observed, motivating a multicultural workforce in the US. The research was done on a US based company as a case study by the researcher. The study was completely empirical, all based on hard-won experience in several companies. This case study shows quite clearly that an address to cultural differences and language difficulties inherent in a multicultural workforce will bring substantial, measurable improvement in a company, which will show up in higher revenue, better quality and general expansion.
Zuo et.al (2009) examined Project culture in the Chinese construction industry: perceptions of contractors in South Australia. A total of 21 respondents took part in the interviews. Their roles included acting as the client, the main contractor, the architect, the quantity surveyor
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Using questionnaire based in-depth interviews with 96 Arab project managers, qualitative and quantitative data regarding anticipated influence aspects were collected. The analysis included a ranking of the cumulative frequency of influence aspects, proving a good internal consistency of the scale, and a qualitative causal analysis. The results indicate a perceived positive influence exerted by Western project parties on the three aspects: project planning, using appropriate technology and team spirit of the project team. At the other end of the spectrum, respondents seem to perceive a negative influence by Western project parties on traditional local values and status differences within the project team. Increased awareness of the host perspective may lead to improved cross-cultural communication between project parties from the GCC countries and project parties from Western cultures. The findings seem to reflect an overall positive perception of Western influence on construction project management in the GCC