Cross-Cultural Project Governance in Fiber Infrastructure Projects in Nigeria: Communication, Field Knowledge, and Accountability

Felixta Chioma Onyenwe; Azubuike Uzochukwu Tochi; Jennifer Oghenetejiri Ekpite; Joy Amuche Mamah; Uchechi Joyce Nneji; Olumba Confidence Chigozirim; Onyinye; Uzoamaka Okafor; Nneji Richard Iherorochi; Ukwuoma Kingdom Chidi.

doi:10.56201/ijssmr.vol.12no10.2026.pg171.188

Cross-Cultural Project Governance in Fiber Infrastructure Projects in Nigeria: Communication, Field Knowledge, and Accountability

Felixta Chioma Onyenwe, Azubuike Uzochukwu Tochi, Jennifer Oghenetejiri Ekpite, Joy Amuche Mamah, Uchechi Joyce Nneji, Olumba Confidence Chigozirim, Onyinye, Uzoamaka Okafor, Nneji Richard Iherorochi, Ukwuoma Kingdom Chidi.

Abstract

Cross-cultural project management research has examined communication, leadership, and cultural differences in multinational project environments, but less attention has been given to how organizational communication structures shape the movement of field knowledge and accountability across culturally differentiated project groups. This study examines that interface in fibre infrastructure deployment in Nigeria. Using an interpretive qualitative case study design, the study draws primarily on an open-ended questionnaire completed by 23 Nigerian project practitioners, supplemented by contemporaneous field notes. Reflexive thematic analysis identified recurring patterns concerning communication and coordination, field knowledge and planning, escalation and accountability, and informal adaptation. The findings do not indicate that cultural differences itself uniformly produce project difficulty. Instead, participants' accounts suggest that the consequences of cross-cultural differences are mediated by the organizational arrangements through which information, authority, and field knowledge move between management and field levels. The study proposes the concept of intermediary communication architecture to describe this interface and interpret field knowledge as a project governance resource. Accountability asymmetry is treated as an analytical construct rather than an independently verified organizational condition. The study contributes to cross-cultural project management research by linking cultural differences with communication architecture, situated expertise, and accountability processes. Practical implications concern contextual information verification, field informed planning, escalation quality, documentation, and boundary spanning capability. The study is limited by its single case design, predominantly Nigerian perspective, and insider researcher position.

Keywords

cross-cultural project management; project governance; fibre infrastructure; Nigeria; communication architecture; field knowledge; accountability; boundary spanning

References

Ajah, A. C., & Onuoha, J. I. (2025). China’s Belt and Road Initiative and infrastructure development in Nigeria: Unveiling a paradigm shift or repackaging of failed ventures? Journal of Current Chinese Affairs, 54(2), 119–148. https://doi.org/10.1177/18681026251330645 Alqershy, M. T., Shi, Q., & Zhang, F. (2025). Exploring governance mechanisms in megaprojects: A mixed-methods systematic review. Engineering Management Journal, 37(1), 90–113. https://doi.org/10.1080/10429247.2024.2369452 Amin, H., Malik, M., & Scheepers, H. (2024). An agency theory unpacking of how monitoring and evaluation affect international development project impact. International Journal of Project Management, 42(8), 102654. https://doi.org/10.1016/j.ijproman.2024.102654 Anglani, F., Pennetta, S., Reaiche, C., & Boyle, S. (2023). Crossing digital frontiers with cultural intelligence—A new paradigm for project managers. International Journal of Project Management, 41(8), 102543. https://doi.org/10.1016/j.ijproman.2023.102543 Avença, I., Domingues, L., & Carvalho, H. (2024). Do the project manager’s soft skills foster knowledge sharing? Project Leadership and Society, 5, 100139. https://doi.org/10.1016/j.plas.2024.100139 Babatunde, Y., & Low, S. P. (2015). Cross-cultural management and quality performance: Chinese construction firms in Nigeria. Springer. https://doi.org/10.1007/978-981-287- 362-0 Benitez-Avila, C., & Hartmann, A. (2023). Managerial agency (re)producing project governance structure and context: Public-private partnerships in the Netherlands. International Journal of Project Management, 41(4), 102468. https://doi.org/10.1016/j.ijproman.2023.102468 Boge, F. I. (2024). Chinese companies in the Nigerian construction industry since 1999: Issues and contentions. Àgídìgbo: ABUAD Journal of the Humanities, 12(2), 501–521. https://doi.org/10.53982/agidigbo.2024.1202.35-j Bourne, M., Bosch-Rekveldt, M., & Pesämaa, O. (2023). Moving goals and governance in megaprojects. International Journal of Project Management, 41(5), 102486. https://doi.org/10.1016/j.ijproman.2023.102486 Braun, V., & Clarke, V. (2006). Using thematic analysis in psychology. Qualitative Research in Psychology, 3(2), 77–101. https://doi.org/10.1191/1478088706qp063oa Braun, V., & Clarke, V. (2022). Conceptual and design thinking for thematic analysis. Qualitative Psychology, 9(1), 3–26. https://doi.org/10.1037/qup0000196 Braun, V., & Clarke, V. (2025). Reporting guidelines for qualitative research: A values-based approach. Qualitative Research in Psychology, 22(2), 399–438. https://doi.org/10.1080/14780887.2024.2382244 Brannick, T., & Coghlan, D. (2007). In defense of being “native”: The case for insider academic research. Organizational Research Methods, 10(1), 59–74. https://doi.org/10.1177/1094428106289253 Hofstede, G. H., Hofstede, G. J., & Minkov, M. (2010). Cultures and organizations: Software of the mind (3rd ed.). McGraw-Hill. Kier, C., Aaltonen, K., Whyte, J., & Huemann, M. (2023). How projects co-create value with stakeholders: The role of ideology and inquiry in spanning the temporary-permanent boundary. International Journal of Project Management, 41(5), 102482. https://doi.org/10.1016/j.ijproman.2023.102482 Korotkova, N., Austin, J. R., & Hetemi, E. (2024). Do you know your people? Situated expertise and permeable expertise boundaries in complex project work. International Journal of Project Management, 42(3), 102588. https://doi.org/10.1016/j.ijproman.2024.102588 Luo, L., Liu, Y., Yang, Y., Xie, J., & Wu, G. (2025). Interactive roles of megaproject governance mechanisms and their effects on governance performance. Engineering, Construction and Architectural Management, 32(9), 5943–5964. https://doi.org/10.1108/ECAM-10-2023-1081 Meyer, E. (2014). The culture map: Breaking through the invisible boundaries of global business. PublicAffairs. Mokoena, M., Marais, L., Masithela, N., & Venter, A. (2025). Governing housing megaprojects in a South African metropolitan area: The case of Mangaung. Area Development and Policy, 10(1), 126–147. https://doi.org/10.1080/23792949.2024.2448422 O’Brien, B. C., Harris, I. B., Beckman, T. J., Reed, D. A., & Cook, D. A. (2014). Standards for reporting qualitative research: A synthesis of recommendations. Academic Medicine, 89(9), 1245–1251. https://doi.org/10.1097/ACM.0000000000000388 Satheesh, S. A., Verweij, S., Busscher, T., & Arts, J. (2024). Drivers of innovation in infrastructure development projects: A configurational analysis of boundary spanning roles. International Journal of Project Management, 42(5), 102620. https://doi.org/10.1016/j.ijproman.2024.102620 Sekasi, J., Harrod, S., Andrade, V., & Madsen, J. H. (2024). Performance controls and accountability in African transport infrastructure megaprojects: A systematic literature review. Project Leadership and Society, 5, 100123. https://doi.org/10.1016/j.plas.2024.100123 Shi, Y., Cui, T., & Kurnia, S. (2023). Value co-creation for digital innovation: An interorganizational boundary-spanning perspective. Information & Management, 60(5), 103817. https://doi.org/10.1016/j.im.2023.103817 Tong, A., Sainsbury, P., & Craig, J. (2007). Consolidated criteria for reporting qualitative research : A 32-item checklist for interviews and focus groups. International Journal for Quality in Health Care, 19(6), 349–357. https://doi.org/10.1093/intqhc/mzm042 Trompenaars, F., & Hampden-Turner, C. (2012). Riding the waves of culture: Understanding diversity in global business (3rd ed.). McGraw-Hill. Vosman, L., Deken, F., & Volker, L. (2024). Boundary work in a project-based organization: Flow across interdependent boundaries in interorganizational programs. International Journal of Project Management, 42(5), 102622. https://doi.org/10.1016/j.ijproman.2024.102622 Yin, R. K. (2018). Case study research and applications: Design and methods (6th ed.). SAGE. Zhang, Y. F. (2024). Too little or too much transparency? Influencing accountability in project management through the practices of using digital technologies. International Journal of Project Management, 42(6), 102636. https://doi.org/10.1016/j.ijproman.2024.102636

Cross-Cultural Project Governance in Fiber Infrastructure Projects in Nigeria: Communication, Field Knowledge, and Accountability

Abstract

Keywords

References

More Articles from INTERNATIONAL JOURNAL OF SOCIAL SCIENCES AND MANAGEMENT RESEARCH