000			01569nam a22001577a 4500
999			_c517665 _d517665
008			210723b ||||| |||| 00| 0 eng d
100			_aLi, Ying Sun and Tao Shou, Yongyi _927599
245			_aWhat makes a competent international project manager in emerging and developing countries?
260			_aProject Management Journal
300			_a51(2), Apr, 2020: p.181-198
520			_aWhat makes a competent international project manager in emerging and developing countries? This study explores what makes a competent international project manager in emerging and developing countries by applying content analysis and multidimensional scaling method on the reports of project managers nominated by a Chinese nonprofit organization. The results indicate that international project manager competences can be understood from an efficiency-effectiveness−oriented perspective and an input-output−focused perspective. Four competence sets are identified, including fundamental knowledge and skills, goals-oriented competences, uncertainty and change management competences, and stakeholder management competences. The findings contribute to competence research in the international project context and provide insight for companies and individuals on career and competence development. – Reproduced
650			_aProject manager competence, International contracting project, Emerging and developing country, Content analysis, Multidimensional scaling analysis _925588
773			_aProject Management Journal
906			_aPROJECT MANAGEMENT
942			_cAR