Cultural Determinants of co-Working of Ground Personnel in the European Space Agency
- Paper number
IAC-07-A1.1.02
- Author
Prof. Gro M. Sandal, Norway
- Coauthor
Dr. Dietrich Manzey, Technical University of Berlin, Germany
- Year
2007
- Abstract
Background: Today's space operations represent multi-national efforts involving close co-working of people with different ethnical, professional and organizational background on space and among ground based personnel. Evidence from aviation shows variation in operationally relevant attitudes and values across national culture, and that these can have implications for safety and crew performance. Yet, this research specifically has been related to attitudes and team-work within an operational environment, i.e. airline cockpit. In an attempt to broaden this perspective, this study investigates issues of cross-cultural collaboration within a multi-cultural space organization. Furthermore, also issues of international collaboration between space agencies from different countries are addressed. As a framework to analyse cultural variability, the dimensions defined by Hofstede (1980) were used: Individualism versus collectivism, power distance, uncertainty avoidance, and masculinity versus femininity. Methods: A web-based survey was answered by 905 employees at the European Astronaut Centre and at the European Space Technology Centre. An adapted version of the Flight Management Attitude Questionnaire by Helmreich and Merrit was used. Personnel were also asked about interpersonal and operational issues that interfered with efficient co-working within ESA and in relation to other space agencies. Results: A principal component analyses identified six factors in the FMAQ that were labelled: Denial of stress effects, Harmony, Masculinity, Conformity, Power Distance, and Competitiveness. Only Denial of Stress Effects showed significant difference across nationalities. Collaboration within ESA: A relatively consistent pattern was found when respondents indicated the issues that contributed to irritation and difficulties that could interfere with efficient co-working. Specifically, differences in preferred leadership style and decision making, and differences in dealing with conflicts and misunderstandings were indicated as the most important issues by all national groups, where as differences in politeness were indicated as least important. Scandinavian employees indicated that communication issues were more important than other national groups. Collaboration between agencies: The most significant issues reported to interfere with the efficiency of inter-agency collaboration varied. Most difficulties were reported in relation to clarity of communication, insufficient sharing of task related information, understanding the process of decision making in leadership in partner organization, and authoritarian leadership style in the partner organization. Conclusion: The results suggest that cultural differences in leadership and decision making processes are salient challenges in cooperation within ESA and between agencies. The importance given to these factors is consistent with results from the broader area of work and organizational psychology. Potential implications for safety operations are discussed
- Abstract document
- Manuscript document
IAC-07-A1.1.02.pdf (🔒 authorized access only).
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