2321-5763 (Online)
0976-495X (Print)

Author(s): David Oyekunle, Tumini Inoma Abbey, Florence Ibeh


DOI: 10.52711/2321-5763.2024.00015   

Address: David Oyekunle1, Tumini Inoma Abbey2, Florence Ibeh2
1Researcher Scholar, University of Salford, Salford Business School. Manchester, United Kingdom.
2Graduate Student, University of Salford, Salford Business School. Manchester, United Kingdom.
*Corresponding Author

Published In:   Volume - 15,      Issue - 2,     Year - 2024

This article presents a thorough framework for project communication while examining the critical role that communication plays in managing multinational projects. Examining existing research on global project management success criteria, the study highlights contemporary global communication concepts and obstacles. The study suggests using cross-cultural communication practices to reduce miscommunication with a complete overview of the project communication life cycle, which includes planning, initiation, execution, monitoring, and closing. Developing an organizational structure and developing a plan are necessary before starting a project's communication. Environmental analysis, communication objectives, stakeholder identification, communication channels, information format, guidelines, resources, and project ethos are all included in the strategy. By identifying methods, designing content, and doing stakeholder analysis, project communication planning promotes alignment with project goals. Project communication implementation places a strong emphasis on communication skills, delivery methods, and information sharing. It's important to keep up communication skills, and having a specific channel for project information makes it more accessible. Monitoring adherence to communication management techniques, spotting deviations, and putting corrective measures in place are all part of controlling project communication. Robust document control, including identification, versioning, owner assignment, approval, distribution, retention, and security, is necessary for administrative closure. Cultural obstacles, language barriers, time zone differences, technical barriers, organizational hierarchy, and a lack of in-person engagement are some of the unique communication issues encountered in multinational initiatives. The pros and cons of various communication models—such as technology-driven, agile, interactive, transactional, cultural, and linear—are compared. The study offers a comprehensive framework, integrates multicultural features, explores problems, and suggests communication cycles, all of which greatly improve project management and communication in global projects. The significance of communication culture and recommendations for high-performing businesses are highlighted. According to recognized success criteria, the research emphasizes the importance of communication in project success. With all factors considered, it offers scholars and professionals insightful information as well as useful recommendations in the ever-changing field of international project management.

Cite this article:
David Oyekunle, Tumini Inoma Abbey, Florence Ibeh. Exploring the Significant Impact of Communication in project Management: A Study on the role of Communication Management in Global Projects. Asian Journal of Management. 2024;15(2):85-2. doi: 10.52711/2321-5763.2024.00015

David Oyekunle, Tumini Inoma Abbey, Florence Ibeh. Exploring the Significant Impact of Communication in project Management: A Study on the role of Communication Management in Global Projects. Asian Journal of Management. 2024;15(2):85-2. doi: 10.52711/2321-5763.2024.00015   Available on:

1.    Assaf, S. A., and Al-Hejji, S. Causes of delay in large construction projects. International Journal of Project Management. 2006; 24(4): 349–357. doi: 10.1016/j.ijproman.2005.11.010
2.    Bredillet, C. N., and Bredillet, C. N. (). PMI Research and Education Conference 2010. Project Management Journal. 2010; 41(4): 2–3. doi:10.1002/pmj.20209
3.    Corbin, J., and Strauss, A. Basics of Qualitative Research (3rd Ed.): Techniques and Procedures for Developing Grounded. Theory. 2008. doi:10.4135/9781452230153
4.    Craig, R. T. Communication theory as a field. Communication Theory. 1999; 9(2): 119–161. doi:10.1111/j.1468-2885. 1999.tb00355.x
5.    Craig, R. T. Traditions of communication theory. The International Encyclopedia of Communication Theory and Philosophy. 2016: 1–10. doi:10.1002/9781118766804.wbiect119
6.    Drisko, J., and Maschi, T. Content Analysis. 2016. doi:10.1093/acprof:oso/9780190215491.001.0001
7.    Elving, W. J. L. The role of communication in organisational change. Corporate Communications: An International Journal. 2005; 10(2): 129–138. doi:10.1108/13563280510596943
8.    Gorse, C. A., and Emmitt, S. Communication behaviour during management and Design Team Meetings: A comparison of group interaction. Construction Management and Economics. 2007; 25(11): 1197–1213. doi:10.1080/01446190701567413
9.    Greckhamer, T., and Cilesiz, S. Qualitative research: Foundations, approaches, and practices. Oxford Research Encyclopedia of Business and Management. 2022. doi:10.1093/acrefore/9780190224851.013.214
10.    Haque, Md. S. Inductive and/or deductive research designs. Principles of Social Research Methodology. 2022: 59–71. doi:10.1007/978-981-19-5441-2_5
11.    Johnson-Bailey, J., and Drake-Clark, D. Book review: Denzin, N. K., Lincoln, Y. S., and smith, L. T. (eds.). (2008). Handbook of Critical and Indigenous methodologies. Thousand Oaks, ca: Sage. Adult Education Quarterly. 2010; 60(4): 405–407. doi:10.1177/0741713609350411
12.    Johannessen, J.-A., and Olsen, B. Projects as communicating systems: Creating a culture of innovation and performance. International Journal of Information Management, 2011; 31(1): 30–37. doi: 10.1016/j.ijinfomgt.2010.04.006
13.    Laursen, M., and Svejvig, P. Taking stock of Project Value Creation: A structured literature review with future directions for research and Practice. International Journal of Project Management. 2016; 34(4): 736–747. doi: 10.1016/j.ijproman.2015.06.007
14.    Mahura, A., and Birollo, G. Organizational practices that enable and disable knowledge transfer: The case of a public sector project-based organization. International Journal of Project Management. 2021; 39(3): 270–281. doi: 10.1016/j.ijproman.2020.12.002
15.    Maynard, M. T., and Gilson, L. L. The role of shared mental model development in Understanding Virtual Team Effectiveness. Group and Organization Managemen. 2013; 39(1): 3–32. doi:10.1177/1059601113475361
16.    Muszyńska, K. A concept for measuring effectiveness of Communication Project Teams. Journal of Economics and Management. 2018; 33: 63–79. doi:10.22367/jem.2018.33.04
17.    Ormston, Ven. Richard Jeremy, (born 17 Nov. 1961), Archdeacon of Northampton, since 2014. (2014). Who’s Who. doi:10.1093/ww/9780199540884. 013.u281802
18.    Oyekunle, D., Preston, D. and Ibeh, F. (2023) ‘Project Performance and the effects of human activity: A case study of the university of salford’, International Journal of Scientific Research and Management (IJSRM), 11(11), pp. 5313–5326. doi:10.18535/ijsrm/v11i11.em04.
19.    Project planning, Visioning and being clear at the outset. Managing Educational Development Projects. 2003: 33–46. doi:10.4324/9780203416938-10
20.    Rashid, Y., Rashid, A., Warraich, M. A., Sabir, S. S., and Waseem, A. Case study method: A step-by-step guide for Business Researchers. International Journal of Qualitative Methods, 2019; 18, 160940691986242. doi:10.1177/1609406919862424
21.    Rosacker, K. M., and Rosacker, R. E. Information Technology Project Management Within Public Sector Organizations. Journal of Enterprise Information Management, 2010; 23(5): 587–594. doi:10.1108/17410391011083047
22.    Saunders, A. Research methodology. Research Methods for Graduate Business and Social Science Students. 2012: 25–38. doi:10.4135/9788132108498.n2
23.    Sarker, S., and Sahay, S. Understanding Virtual Team Development: An interpretive study. Journal of the Association for Information Systems. 2003; 4(1): 1–38. doi:10.17705/1jais.00028
24.    Svejvig, P., and Andersen, P. Rethinking project management: A structured literature review with a critical look at the Brave New World. International Journal of Project Management, 2015; 33(2): 278–290. doi: 10.1016/j.ijproman.2014.06.004
25.    Talukhaba, A., Mutunga, T., and Miruka, C. O. Indicators of effective communication models in remote projects. International Journal of Project Organisation and Management. 2011; 3(2): 127. doi:10.1504/ijpom.2011.039817
26.    Xiao-li, C., Li-wen, C., and Ye, L. An evaluation model of project communication efficiency based on entropy method and CGC theory. 2013 International Conference on Management Science and Engineering 20th Annual Conference Proceedings. 2013. doi:10.1109/icmse.2013.6586515
27.    Ziek, P., and Anderson, J. D. Communication, dialogue and Project Management. International Journal of Managing Projects in Business. 2015; 8(4): 788– 803. doi:10.1108/ijmpb-04-2014-0034
28.    Zulch, B. Communication: The Foundation of Project Management. Procedia Technology. 2014; 16: 1000–1009. doi:10 1016/j.protcy.2014.10.054

Recomonded Articles:

Author(s): Vinod N. Sayankar

DOI: 10.5958/2321-5763.2015.00006.2         Access: Open Access Read More

Author(s): Rajesh Kumar, C.K. Raju, K. L. Singh

DOI:         Access: Open Access Read More

Author(s): Preeti Sodhi, Pratibha Thapa

DOI:         Access: Open Access Read More

Author(s): Bismark Maka, N. Suresh

DOI: 10.5958/2321-5763.2018.00078.1         Access: Open Access Read More

Author(s): Saritha Madipelli, Y. Chinappa

DOI:         Access: Open Access Read More

Author(s): Rajeshwari B. Gotadaki, Vijetha .Mukkelli, T. N. Godi

DOI: 10.5958/2321-5763.2015.00050.5         Access: Open Access Read More

Author(s): Pawan Kumar, Dilip Kumar

DOI: 10.5958/2321-5763.2020.00079.7         Access: Open Access Read More

Author(s): Prakash Pahari, Deepa Guleria, Ranbir Singh

DOI: 10.5958/2321-5763.2017.00168.8         Access: Open Access Read More

Author(s): Puttaswamy Gowda. M

DOI: 10.5958/2321-5763.2018.00192.0         Access: Open Access Read More

Author(s): Prabhjot Kaur

DOI:         Access: Open Access Read More

Author(s): Shweta Rajput, Mayank Singhal, Shiv Kant Tiwari

DOI: 10.5958/2321-5763.2016.00015.9         Access: Open Access Read More

Author(s): Shilpa Jain, Nitya Khurana

DOI: 10.5958/2321-5763.2017.00001.4         Access: Open Access Read More

Asian Journal of Management (AJM) is an international, peer-reviewed journal, devoted to managerial sciences. The aim of AJM is to publish the relevant to applied management theory and practice...... Read more >>>

RNI: Not Available                     
DOI: 10.5958/2321-5763 

Recent Articles