Innovative Governance Schemes for International Engineering Projects: Cultural Identification and Trust Networks of Project Participants

The participants in international engineering projects are from different countries, each with distinct cultural backgrounds and behavioral habits. While previous research has drawn attention to the interference of cultural differences in project performance, it has not formulated an integrated management strategy for promoting cultural interaction. This study endeavors to decipher the correlative mechanism among the trust networks of project participants, cultural identity, and project performance, thereby filling the existing research gap. The findings of this study can assist project managers in formulating innovative cultural management strategies tailored to international engineering projects. By applying the PLS-SEM, this research conducts an analysis of 119 valid questionnaires collected from international engineering projects. The results of the data analysis indicate that there exists a positive correlation between cultural identity and project performance. However, the impact of the trust networks on project performance and cultural identity demonstrates heterogeneity. From the perspective of relational governance, these research findings contribute to fostering cooperative behavior among the participants in international engineering projects, optimizing cooperation efficiency, and reducing the likelihood of inter-organizational conflicts.