Model of culture impact on initial project management processes: (Case study of Iranian manufacturing industry)

Culture has a direct impact on project processes, especially the initial process of the project, this issue is more pronounced in multinational projects or environments with high cultural complexity. According to the literature review, it seems that the existing theories and models have neglected the influence of cultural factors on the performance of initial project management processes and the lack of a clear theoretical framework to explain the performance of initial project management processes that requires attention to cultural factors in the literature. it is obvious. In this study, considering the gap in the literature in the field of studying the role of culture in the initial processes and early actions of projects, the study of cultural components affecting the performance of the initial processes of project management has been considered. Due to the fact that there is no clear theoretical framework in the literature to analyze the above problem, in this study, qualitative research method and GT-based methodology with Strauss and Carbin approach have been used. Based on the analysis of the findings, it seems that national cultural factors such as "short-sightedness", "partiality", "unplannedness", "haste", and "convenience-seeking", as well as professional cultural factors such as: "lack of language" Common between project pillars "," project pillars mismatch "," client's pleasant preference for reality "," disbelief in project management standards "," disbelief in documentation "and" technical overcoming of project management ", paving the way for" hasty start " Projects "is in the country.