Commitment from all stakeholders is a critical condition for project success, especially for complex and multinational undertakings that involve intricate networks of resource and power sharing. The challenges of building and sustaining commitment in culturally and globally diverse teams are examined in a field study of 35 multinational, high-technology product developments. The results of this study identify (1) the components of commitment in various stakeholder groups, (2) the drivers and barriers to obtaining and sustaining commitment, and (3) the leadership style most conducive to fostering an organizational environment for high levels of project ownership and commitment to established project objectives. The findings provide an insight into the factors which influence team behavior and performance in complex multinational work environments, and a framework for assessing project leadership and managerial effectiveness. The paper concludes with specific suggestions for enhancing commitment within the project organization, its team members and partners. The presentation will be designed to stimulate critical thinking, dialog and experience sharing.
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