Influence of National Culture on Project Management Practices in Nigeria: An Empirical Investigation Using Hofstede’s Framework

National culture significantly shapes project management practices, yet Hofstede's cultural dimensions have not been systematically applied to explain PM practice variation within Nigeria's multi-ethnic context. This study empirically investigates the influence of national culture on project management practices in Nigeria using Hofstede's cultural framework. A cross-sectional survey will recruit 280 project managers from the South West, South East, South South, North Central, North West, and North East zones. Cultural dimensions including power distance, uncertainty avoidance, individualism-collectivism, and long-term orientation will be measured using the Values Survey Module (VSM 2013). Project management practice scores across planning, communication, risk, and stakeholder management will be correlated with cultural dimension scores. Multivariate regression and cluster analysis will identify culture-PM practice relationships. This study provides an original empirical contribution by disaggregating Nigerian culture into regional dimensions and linking these to PM practice variation, enabling culturally responsive PM standards development. Keywords: national culture, project management practices, Hofstede, Nigeria, cross-cultural