National Culture or Sectoral Culture? Analysis of Project Organizations in Hungary and Italy

This paper focuses on the effect of sectoral and national culture on the preferred culture profiles of project organizations operating in the IT sector in Hungary and Italy to reveal which has a stronger effect. The results of the research study show that the IT sector in both countries is characterized by a culture profile of Clan domination, but there is also a difference between the preferred culture profiles of the project organizations in both countries due to one national cultural dimension (masculinity) and thus the effect of national culture is stronger than the effect of sectoral culture.