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Article: Organizational culture and TQM implementation in construction firms in Singapore

TitleOrganizational culture and TQM implementation in construction firms in Singapore
Authors
KeywordsCompeting values framework
Contractor
Organizational culture
Total quality management
Construction industry
Issue Date2008
PublisherRoutledge. The Journal's web site is located at http://www.tandf.co.uk/journals/titles/01446193.asp
Citation
Construction Management and Economics, 2008, v. 26 n. 3, p. 237-248 How to Cite?
AbstractThe adoption and implementation of total quality management (TQM) are related to a company's culture. The relationship between cultural orientation and the implementation of TQM practices among certified Singapore contractors is investigated from an organizational culture perspective. The competing values framework was used to assess organizational culture and eight TQM elements were identified to gauge the implementation of TQM practices among contractors. A survey questionnaire was administered. Four organizational culture types have been identified from the survey findings. These are strong comprehensive, clan-driven, hierarchy-driven and weak comprehensive culture. Firms with strong comprehensive culture implement highly the TQM elements of top management leadership, people, process, customer and supplier management. Firms with clan-driven culture implement highly the element of process management while firms with hierarchy-driven and weak comprehensive culture implement lowly to moderately all elements. A culture-based TQM implementation strategy is proposed.
Persistent Identifierhttp://hdl.handle.net/10722/164581
ISSN
2015 SCImago Journal Rankings: 0.967

 

DC FieldValueLanguage
dc.contributor.authorKoh, TYen_US
dc.contributor.authorLow, SPen_US
dc.date.accessioned2012-09-20T08:06:20Z-
dc.date.available2012-09-20T08:06:20Z-
dc.date.issued2008en_US
dc.identifier.citationConstruction Management and Economics, 2008, v. 26 n. 3, p. 237-248en_US
dc.identifier.issn0144-6193-
dc.identifier.urihttp://hdl.handle.net/10722/164581-
dc.description.abstractThe adoption and implementation of total quality management (TQM) are related to a company's culture. The relationship between cultural orientation and the implementation of TQM practices among certified Singapore contractors is investigated from an organizational culture perspective. The competing values framework was used to assess organizational culture and eight TQM elements were identified to gauge the implementation of TQM practices among contractors. A survey questionnaire was administered. Four organizational culture types have been identified from the survey findings. These are strong comprehensive, clan-driven, hierarchy-driven and weak comprehensive culture. Firms with strong comprehensive culture implement highly the TQM elements of top management leadership, people, process, customer and supplier management. Firms with clan-driven culture implement highly the element of process management while firms with hierarchy-driven and weak comprehensive culture implement lowly to moderately all elements. A culture-based TQM implementation strategy is proposed.-
dc.languageengen_US
dc.publisherRoutledge. The Journal's web site is located at http://www.tandf.co.uk/journals/titles/01446193.aspen_US
dc.relation.ispartofConstruction Management and Economicsen_US
dc.rightsThis is an electronic version of an article published in Construction Management and Economics, 2008, v. 26 n. 3, p. 237-248. The article title is available online at: http://www.tandfonline.com/doi/abs/10.1080/01446190701874397-
dc.rightsCreative Commons: Attribution 3.0 Hong Kong License-
dc.subjectCompeting values framework-
dc.subjectContractor-
dc.subjectOrganizational culture-
dc.subjectTotal quality management-
dc.subjectConstruction industry-
dc.titleOrganizational culture and TQM implementation in construction firms in Singaporeen_US
dc.typeArticleen_US
dc.identifier.emailKoh, TY: tasykoh@hku.hken_US
dc.identifier.authorityKoh, TY=rp01611en_US
dc.description.naturepostprint-
dc.identifier.doi10.1080/01446190701874397-
dc.identifier.scopuseid_2-s2.0-40749094834-
dc.identifier.hkuros210964en_US
dc.identifier.volume26en_US
dc.identifier.issue3en_US
dc.identifier.spage237en_US
dc.identifier.epage248en_US
dc.publisher.placeUnited Kingdom-

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