Šiame darbe nagrinėjamas Vilniaus ikimokyklinių įstaigų dalyvavimas tarptautiniuose projektuose- jų patirtis bei problemos. Analizuojami ikimokyklinėms įstaigoms skirtų tarptautinių projektų tikslai, uždaviniai, paskirtis ir pan. Analizuojama vilniaus ikimokyklinių įstaigų vadovų nuomonė apie galimybę dalyvauti tarptautiniuose projektuose. / In research I concentrated to Vilnius city pre-school institutions participation in to the internationals projects. That is why I analyze in this research do they need such international projects and what kind of benefit is from them.Participating in projects activity get many of positive objects – teachers get new experience, they more trusted in own strength. And the main thing is that these international projects likes to children in education institution.

A internacionalização das empresas brasileiras traz uma nova realidade: a necessidade de implementação de projetos globais. Estes trazem, em seu bojo, o desafio do gerenciamento de equipes multiculturais. Sendo um fenômeno recente, com pouco desenvolvimento teórico, o presente estudo buscou entender as relações entre características culturais e desempenho de equipes de projetos globais em multinacionais brasileiras, em contextos de alta e baixa distância cultural. Uma vez identificadas estas relações, tratou-se de entendê-las à luz do processo de gerenciamento de equipes. Para levar avante esta discussão, empreendeu-se um estudo de campo com enfoque tanto quantitativo quanto qualitativo junto a 34 projetos globais de multinacionais brasileiras, em que participaram pessoas oriundas de 22 países. Os resultados indicam que características culturais estão, sim, associadas ao desempenho da equipe, seja técnico ou humano, e que essa associação tem diferentes intensidades a depender do contexto. A proximidade hierárquica e o coletivismo foram mais importantes em contextos de baixa distância, enquanto que a feminilidade e a propensão ao risco foram mais importantes em contexto de alta distância cultural. Em que pesem estes resultados, verificou-se que há, entre os projetos pesquisados, pouca preocupação concreta com a questão da multiculturalidade e pouco incentivo ao desenvolvimento intercultural dos membros da equipe, o que acaba prejudicando a construção de um mindset global, importante para as empresas multinacionais brasileiras atuarem com sucesso no exterior. Ao final do estudo, foram propostas recomendações para que as empresas brasileiras comecem a gerenciar suas equipes globais de forma a evitar os problemas que a multiculturalidade pode trazer, que vão desde conflitos entre pessoas até o fracasso do projeto. / The internationalization of Brazilian companies brings a new reality: the need for implementation of global projects. These, in turn, carry in their essence the challenge of managing multicultural teams. Being a recent phenomenon, with little theoretical development, this study sought to understand the relationships between cultural features and performance of project teams in global projects of Brazilian multinationals, in contexts of high and low cultural distance. Once these relations were identified, we tried to understand them in light of the teams management process. To carry out this discussion, we undertook a field study, with both quantitative and qualitative focus, of 34 global projects of Brazilian multinationals, in which people from 22 countries took part. The results indicate that cultural traits are associated to team performance, whether technical or human, and this association has different intensities depending on the context. At the end of the study, recommendations were proposed for Brazilian companies to start managing their global teams so as to avoid the problems that multiculturalism can bring, which range from conflicts between people until the complete failure of the project.

Projetos Internacionais são uma conseqüência natural da diversidade de vantagens competitivas entre diversos países. Com o crescente desenvolvimento da Tecnologia de Informação e enorme expansão do mercado global, tais projetos passaram a empregar Equipes Virtuais para permitir a interação entre equipes remotas de projeto. Tal interação é composta por variados aspectos das Interfaces técnica, humana e organizacional. Este estudo pretende investigar as associações entre estes aspectos das interfaces da interação local-remota das equipes virtuais e o Sucesso percebido dos Projetos Internacionais de Tecnologia de Informação (TI) que dependem de tal interface virtual para alcançar seus objetivos. O foco em projetos de TI se baseia no fato de tais empresas disporem dos meios e experiência necessária para serem as pioneiras no uso de Equipes Virtuais, e acreditamos que elas sejam o modelo para que outras empresas empreguem semelhante implementação de projetos em futuro próximo. Foi realizada uma pesquisa junto a empresas de TI brasileiras, que reunissem as caracteristicas do estudo. Os projetos tiveram seus dados coletados através de questionários e tais dados foram analisados através de técnicas estatísticas. Como resultado, várias associações significativas foram determinadas entre os aspectos das interfaces e o sucesso dos projetos considerados. O estudo revelou ainda que elementos clássicos de gerenciamento de projetos estão entre os mais importantes dentre as associações observadas. Também foi feita uma análise do comportamento de variáveis intervenientes, como Porte e Complexidade, e constatou-se um efeito sobre a associação entre Interfaces e Sucesso. Tais resultados geraram recomendações para os gerentes de Projetos Internacionais. / International projects are a natural consequence of the diversity of competitive advantages among different countries. Considering the huge development of Information Tecnology and the overwhelming global market expansion, such projects start employing Virtual Teams in order to make remote project team interaction possible. Such interaction is composed of various technical, human and organizational Interface elements. This study intends to investigate the association between interface elements present on the local-remote interaction of virtual teams and the perceived success of the international Information Technology (IT) projects which depend on those virtual interface in order to achieve their goals. Our focus on IT projects relies on the fact that IT companies have the means and expertise needed to pioneer Virtual Teams usage, and we are confident that they will set the model for other companies to employ similar project implementation in the near future. A field study was done with Brazilian IT companies matching the caracteristics required. Data has been collected thru questionaries and statistic techniques were used on data analysis. As a result, many significant associations have been found between Interface elements and the Project Success. Further, the study find out classic project management elements among the most important associations found. We also considered the effect of control variables, such as Team Size and Project Complexity, and we found some effect into the association between Interfaces and Success. Those results generated recommendations for International Project Managers.

The main aim of this thesis is to assess the institutional arrangements shaped with a perspective of &ldquo / good governance&rdquo / in provision of urban services with reference to the shift of the World Bank&rsquo / s approach to the problem of poverty after 1990s. In spite of the change in the World Bank&rsquo / s perspective, there remain significant problems related with the expected reflection of these institutional arrangements to the practice through certain process and stages of the implemented projects. Regarding this fact, thesis seeks to determine not only the reasons of these problems but also ways for solving them to attain effective provision of urban services. In this thesis, also, as an institutional comparative assessment, some implemented service projects of the World Bank in Turkey are examined by stressing on the institutional dimension of the project objectives. At last, thesis makes suggestions about the unsuccessful dimensions and reveals the roles of institutions in the achievement of projects by using the institutional assessment method for the institutions whose institutional capacity has been developed or the institutions created within the World Bank projects implemented in Turkey. This will be achieved by the evaluations on projects with the outputs of institutional assessment and the research on factors for the achievement of the projects. The results obtained with this thesis study are noteworthy for the evaluation with a new perspective of the projects implemented in Turkey not only by the World Bank but also by other international institutions quite increased in number in recent years.

The aim of this study was to understand how project participants in a project between a Western country and an Africa country experience the exchange of knowledge and experiences. The study was conducted through qualitative semi-structured interviews with a hermeneutic approach. We interviewed nine participants from the project Tlokwe Inclusivity Disability Sector II, an international project between Växjö in Sweden and Potchefstroom in South Africa. Four of the interviews were conducted with participants from South Africa, and five of the interviews were conducted with participants from Sweden. The analysis of the material was based on previous research in the field and the theories of postcolonialism and indigenization. The result of the study shows that the participants from South Africa have received knowledge from Sweden that they have tried to adjust to their local conditions. The Swedish participants also feel that they have learned from this project, but a different kind of knowledge than the theoretical knowledge that they have conveyed to the South African participants. Cultural differences were central in all interviews, but although all participants that we have interviewed talked about these differences, it was not seen as a problem in the project.

A internacionalização das empresas brasileiras traz uma nova realidade: a necessidade de implementação de projetos globais. Estes trazem, em seu bojo, o desafio do gerenciamento de equipes multiculturais. Sendo um fenômeno recente, com pouco desenvolvimento teórico, o presente estudo buscou entender as relações entre características culturais e desempenho de equipes de projetos globais em multinacionais brasileiras, em contextos de alta e baixa distância cultural. Uma vez identificadas estas relações, tratou-se de entendê-las à luz do processo de gerenciamento de equipes. Para levar avante esta discussão, empreendeu-se um estudo de campo com enfoque tanto quantitativo quanto qualitativo junto a 34 projetos globais de multinacionais brasileiras, em que participaram pessoas oriundas de 22 países. Os resultados indicam que características culturais estão, sim, associadas ao desempenho da equipe, seja técnico ou humano, e que essa associação tem diferentes intensidades a depender do contexto. A proximidade hierárquica e o coletivismo foram mais importantes em contextos de baixa distância, enquanto que a feminilidade e a propensão ao risco foram mais importantes em contexto de alta distância cultural. Em que pesem estes resultados, verificou-se que há, entre os projetos pesquisados, pouca preocupação concreta com a questão da multiculturalidade e pouco incentivo ao desenvolvimento intercultural dos membros da equipe, o que acaba prejudicando a construção de um mindset global, importante para as empresas multinacionais brasileiras atuarem com sucesso no exterior. Ao final do estudo, foram propostas recomendações para que as empresas brasileiras comecem a gerenciar suas equipes globais de forma a evitar os problemas que a multiculturalidade pode trazer, que vão desde conflitos entre pessoas até o fracasso do projeto. / The internationalization of Brazilian companies brings a new reality: the need for implementation of global projects. These, in turn, carry in their essence the challenge of managing multicultural teams. Being a recent phenomenon, with little theoretical development, this study sought to understand the relationships between cultural features and performance of project teams in global projects of Brazilian multinationals, in contexts of high and low cultural distance. Once these relations were identified, we tried to understand them in light of the teams management process. To carry out this discussion, we undertook a field study, with both quantitative and qualitative focus, of 34 global projects of Brazilian multinationals, in which people from 22 countries took part. The results indicate that cultural traits are associated to team performance, whether technical or human, and this association has different intensities depending on the context. At the end of the study, recommendations were proposed for Brazilian companies to start managing their global teams so as to avoid the problems that multiculturalism can bring, which range from conflicts between people until the complete failure of the project.

Projetos Internacionais são uma conseqüência natural da diversidade de vantagens competitivas entre diversos países. Com o crescente desenvolvimento da Tecnologia de Informação e enorme expansão do mercado global, tais projetos passaram a empregar Equipes Virtuais para permitir a interação entre equipes remotas de projeto. Tal interação é composta por variados aspectos das Interfaces técnica, humana e organizacional. Este estudo pretende investigar as associações entre estes aspectos das interfaces da interação local-remota das equipes virtuais e o Sucesso percebido dos Projetos Internacionais de Tecnologia de Informação (TI) que dependem de tal interface virtual para alcançar seus objetivos. O foco em projetos de TI se baseia no fato de tais empresas disporem dos meios e experiência necessária para serem as pioneiras no uso de Equipes Virtuais, e acreditamos que elas sejam o modelo para que outras empresas empreguem semelhante implementação de projetos em futuro próximo. Foi realizada uma pesquisa junto a empresas de TI brasileiras, que reunissem as caracteristicas do estudo. Os projetos tiveram seus dados coletados através de questionários e tais dados foram analisados através de técnicas estatísticas. Como resultado, várias associações significativas foram determinadas entre os aspectos das interfaces e o sucesso dos projetos considerados. O estudo revelou ainda que elementos clássicos de gerenciamento de projetos estão entre os mais importantes dentre as associações observadas. Também foi feita uma análise do comportamento de variáveis intervenientes, como Porte e Complexidade, e constatou-se um efeito sobre a associação entre Interfaces e Sucesso. Tais resultados geraram recomendações para os gerentes de Projetos Internacionais. / International projects are a natural consequence of the diversity of competitive advantages among different countries. Considering the huge development of Information Tecnology and the overwhelming global market expansion, such projects start employing Virtual Teams in order to make remote project team interaction possible. Such interaction is composed of various technical, human and organizational Interface elements. This study intends to investigate the association between interface elements present on the local-remote interaction of virtual teams and the perceived success of the international Information Technology (IT) projects which depend on those virtual interface in order to achieve their goals. Our focus on IT projects relies on the fact that IT companies have the means and expertise needed to pioneer Virtual Teams usage, and we are confident that they will set the model for other companies to employ similar project implementation in the near future. A field study was done with Brazilian IT companies matching the caracteristics required. Data has been collected thru questionaries and statistic techniques were used on data analysis. As a result, many significant associations have been found between Interface elements and the Project Success. Further, the study find out classic project management elements among the most important associations found. We also considered the effect of control variables, such as Team Size and Project Complexity, and we found some effect into the association between Interfaces and Success. Those results generated recommendations for International Project Managers.

Nous présentons une contribution à la compréhension de la tension ‘international-multiculturel' dans une équipe, basée sur 4 cas exploratoires de projets de SI de type ERP et une littérature élargie. Nous répondons aux questions de recherche suivantes qui résument les interrogations du Directeur de Projet, seul face au double constat de l'importance du facteur humain pour le succès, et de l'impossibilité d'utiliser les modèles culturels proposés par les chercheurs dans le contexte d'une équipe nombreuse issue de différents métiers, nationalités et entreprises.1. Comment peut-on opérationnaliser les aspects humains des CSF proposés par la littérature pour le management des équipes projets internationales et multiculturelles ?2. Le dépassement des modèles classant les sources d'influence culturelle en couches superposées, par une approche en constellation de sources interactives et dynamiques, permet-il une meilleure compréhension de la tension ‘international-multiculturel' ?3. Les concepts de coopération communautaire et complémentaire, identifiés dans le cadre des projets à structure fonctionnelle (Dameron, 2000), se transposent-ils dans celui des projets heavyweight ?Nous éclairons l'intrication complexe d'une gamme de facteurs favorisant l'établissement d'une collaboration efficace et durable au sein d'une équipe ayant la culture comme milieu et le projet comme attitude, mais qui peut aussi la rendre encore plus difficile à obtenir que dans une équipe opérationnelle standard (telle celles de Barnard, 1938), notamment du fait des germes de conflit portés par le processus d'acculturation inhérent à la mise en présence de tant de cultures différentes (Bastide, 1968). / We propose a contribution to the understanding of the international-multicultural tension operating in a team based on 4 exploratory cases of ERP-type IS projects and an extended literature. We answer the following research questions which sums up the essential questions of the Project Director who is left alone in situation with his own capacity facing both the importance of the human factor for the project success and the impracticality of the cultural models proposed by researchers for the management of international teams bringing together numerous people from various professions, nationalities and companies:1. How can we operationalize the human aspects of the CSF proposed by the literature for the management of international and multicultural project teams?2. To what extent changing the layer-view of cultural influence sources in models, for an approach in constellation of interactive and dynamic sources allows a better understanding of the international-multicultural tension in a team?3. To what extent and how do the concepts of community- and complementary cooperation identified in functional structure projects (Dameron) get applied to heavyweight projects?We highlight the complex entanglement of a wide range of factors that can either favour the existence of an effective and sustainable collaboration within a team having culture as milieu and project as attitude, or hinder it more than in a standard operational team (such as those studied by Barnard, 1938), particularly because of the conflict seeds brought in by the acculturation process inherent to bringing together so many different cultures (Bastide, 1968).

Background:The management of knowledge within organizations and projects has become increasinglyimportant. In addition, the number of transnational projects is on the rise. Moreover, projectsare considered the loci where new knowledge is generated. Further, the asset of knowledge ishighly related to the competitiveness and value creation of the organization. Yet, due to theintangible nature of knowledge, it is often considered difficult to manage. Literature review: Literature shows a growing interest in the topic of knowledge management and theenhancement of new knowledge creation. Additionally, structuring and managing this processwithin projects is highly complex due to the nature of projects as temporary organizations.Mitigating these challenges demands careful actions and thoughtfulness throughout the project.Moreover, the conversion between tacit knowledge and explicit knowledge to generate newknowledge is vital. Managing tacit knowledge on an individual level is difficult, yet crucial forprojects and organizations to absorb knowledge into the core of the operations. Method:The methodology employed in this research is a constructionist research design with relativismas ontology. The standpoint of the study is therefore that several truths exist and that facts aredependent on the viewpoint of each observer. As the study aims to investigate the knowledgecreation process within an international multi-actor project, several perspectives with their ownunderlying reality, as well as truth, must surrender to the surface. The study follows aqualitative and abductive research approach. A single case study was carried out with purposivesampling. Primary data consists of six semi-structured interviews and one observation thatprovides the foundation for the findings. The seven steps of grounded theory were used toanalyze the empirical findings. Findings & Analysis: From the findings of the study, the starting point for the generation of tacit knowledge was seento be shared experiences. Additionally, to fully generate the tacit knowledge, a strategic purpose was seen to be critical. Further, to transform the generated knowledge into explicitknowledge, feedback loops internally among the different actors were identified. Yet, thedimension of feedback loops was not sufficient in itself to generate and transform into explicitand codified knowledge. The incorporation of practical instruments enabled the knowledge tobecome codified knowledge available to be absorbed on an organizational or project level.Finally, SACC-USA acting as a neutral facilitator was seen as a vital component for the successof the project. Further, they enabled the process to take place and bridged the differencesbetween the actors involved in the project. Conclusion:Compared to projects within organizations, projects with different actors and culturaldifferences do not share tacit knowledge as a starting point. They need to form theseexperiences together with respect to their shared interest and understanding of each other'sdifferences. To enable the process of tacit knowledge between the individuals responsible forthe project, shared experiences are crucial. Additionally, to discuss the strategic purpose createsa common ground between the actors and fulfills the generation of tacit knowledge.Furthermore, for the generation of new knowledge to take place, this needs to be converted intoexplicit knowledge through feedback loops internally and further transformed into practicalinstruments.

Les équipes internationales de projet sont aux prises avec des situations complexes tant au plan technique qu’au plan organisationnel. Les projets se démarquent de la production ordinaire par le caractère unique du résultat et d’inévitables imprévus qui exigent la résolution de problèmes émergents chemin faisant. La recherche de solutions débouche sur la mise en œuvre d’innovations. Le contexte international des projets ajoute à la diversité de métiers et de profils des membres une diversité culturelle qui implique que les acteurs ne partagent pas les mêmes références pour donner du sens aux situations qu’ils vivent. Pour certains chercheurs, la diversité culturelle dans une équipe favorise la créativité et l’innovation. Pour d’autres, la diversité soulève des difficultés pour diffuser et concrétiser des innovations, elle est instrumentalisée pour construire des frontières artificielles et stratégiques qui servent les intérêts des acteurs. Cette recherche doctorale ne vise pas à trancher entre les différentes thèses mais elle propose, sur la base d’un travail empirique dans un contexte international, des éléments d’explication sur les relations entre les différences des cultures d’une part et la capacité à produire et diffuser une innovation organisationnelle d’autre part. Cette recherche s’appuie sur une étude de cas unique, un Plan de Contrôle Qualité dans un projet international d’infrastructure de transport réalisé par un consortium constitué de firmes algérienne, française et italienne. Notre étude révèle que l’examen des constructions culturelles en lien avec les rapports de pouvoir, et de l’articulation des cultures nationales avec les cultures professionnelles, est essentiel pour comprendre les mécanismes expliquant les liens entre diversité culturelle et innovation organisationnelle. Ni les cultures en présence, ni les rapports de pouvoir en œuvre ne sont suffisants pour expliquer la dynamique d’un processus d’innovation organisationnelle ; c’est bien l’articulation de ces dimensions qui joue dans les interactions. Notre contribution managériale s’accentue sur la prise en compte des contextes socioculturels des projets internationaux, et le renforcement du cadre formel et légal dans ces rapprochements inter-organisationnels. / International project development teams confront complex technical and organizational situations. The objective of the projects differs from the ordinary production by the uniqueness of the outcome and the inevitable unexpected events which require the resolution of emerging problems during the realization process. The search for solutions leads to innovations. The international context of projects adds cultural diversity to the diversity of the professions and profiles of the members, which means that the actors do not share the same references to give meaning to the situations they live in. For some researchers, cultural diversity within a team promotes creativity and innovation. For others, diversity raises difficulties that slow down the diffusion and realization of innovations. It is only the instrument to construct strategic artificial borders that protect the profits of the actors. This doctoral research is not intended to decide between the various theses but proposes, on the basis of an empirical work in an international context, elements of explanation to the relations between the differences of cultures on one hand, and the ability to generate and spread an organizational innovation on the other hand. This research is based on a single multicultural case study “the Quality Control Plan” in an international transport infrastructure project carried out by a consortium made up of Algerian, French and Italian firms. Our study reveals that examining cultural constructs in relation to power relations, and the articulation of national cultures with professional cultures, is crucial to understand the mechanisms explaining the links between cultural diversity and organizational innovation. Neither the cultures in presence, nor the power relationships are sufficient to explain the dynamics of an organizational innovation process; it is the articulation of these dimensions that plays into the interactions. Our managerial contribution is accentuated by taking into account the socio-cultural contexts of international projects, and reinforcing the formal and legal framework in these inter-organizational linkages.