File Download

There are no files associated with this item.

  Links for fulltext
     (May Require Subscription)
Supplementary

Article: A framework for assessing organisational culture of Chinese construction enterprises

TitleA framework for assessing organisational culture of Chinese construction enterprises
Authors
KeywordsChina
Competitive Strategy
Construction Industry
Culture
Organizational Effectiveness
Issue Date2006
PublisherEmerald Group Publishing Limited. The Journal's web site is located at http://www.emeraldinsight.com/ecam.htm
Citation
Engineering, Construction And Architectural Management, 2006, v. 13 n. 4, p. 327-342 How to Cite?
AbstractPurpose - In recent years, China is exerting effort to improve the performance effectiveness of its construction industry. This paper aims to report a preliminary study on organisational culture of five selected construction enterprises from different geographical locations in China and to discuss a framework for developing effectiveness measurement criteria for Chinese construction enterprises. Design/methodology/approach - The research approach focuses on the culture profiles of the selected enterprises which have similar size, number of employees, general reputation (in terms of quality of construction), business type (building works) and tax bracket. The measuring instrument of organisational culture is adopted from previous tested research. Findings - It is found that the hierarchy culture is dominant in four cases; Shantou in the Special Economic Zone is the exception. The Shantou enterprise has a market culture and Shantou was one of the first regions to embark on economic reform. Further analysis is required of the spread of the culture profiles in terms of geopraphcial regions and developmental stages of the construction enterprises in China. Originality/value - The result of the five case studies is indicative of the presence of the dichotomy in hierarchy - market culture dominance. Evaluation of operational effectiveness of such organisations must depend on their developmental stages in line with their stated objectives, and a framework for effectiveness measurement is proposed. © Emerald Group Publishing Limited.
Persistent Identifierhttp://hdl.handle.net/10722/168747
ISSN
2015 SCImago Journal Rankings: 0.541
References

 

DC FieldValueLanguage
dc.contributor.authorLiu, AMMen_US
dc.contributor.authorShuibo, Zen_US
dc.contributor.authorMeiyung, Len_US
dc.date.accessioned2012-10-08T03:32:03Z-
dc.date.available2012-10-08T03:32:03Z-
dc.date.issued2006en_US
dc.identifier.citationEngineering, Construction And Architectural Management, 2006, v. 13 n. 4, p. 327-342en_US
dc.identifier.issn0969-9988en_US
dc.identifier.urihttp://hdl.handle.net/10722/168747-
dc.description.abstractPurpose - In recent years, China is exerting effort to improve the performance effectiveness of its construction industry. This paper aims to report a preliminary study on organisational culture of five selected construction enterprises from different geographical locations in China and to discuss a framework for developing effectiveness measurement criteria for Chinese construction enterprises. Design/methodology/approach - The research approach focuses on the culture profiles of the selected enterprises which have similar size, number of employees, general reputation (in terms of quality of construction), business type (building works) and tax bracket. The measuring instrument of organisational culture is adopted from previous tested research. Findings - It is found that the hierarchy culture is dominant in four cases; Shantou in the Special Economic Zone is the exception. The Shantou enterprise has a market culture and Shantou was one of the first regions to embark on economic reform. Further analysis is required of the spread of the culture profiles in terms of geopraphcial regions and developmental stages of the construction enterprises in China. Originality/value - The result of the five case studies is indicative of the presence of the dichotomy in hierarchy - market culture dominance. Evaluation of operational effectiveness of such organisations must depend on their developmental stages in line with their stated objectives, and a framework for effectiveness measurement is proposed. © Emerald Group Publishing Limited.en_US
dc.languageengen_US
dc.publisherEmerald Group Publishing Limited. The Journal's web site is located at http://www.emeraldinsight.com/ecam.htmen_US
dc.relation.ispartofEngineering, Construction and Architectural Managementen_US
dc.subjectChinaen_US
dc.subjectCompetitive Strategyen_US
dc.subjectConstruction Industryen_US
dc.subjectCultureen_US
dc.subjectOrganizational Effectivenessen_US
dc.titleA framework for assessing organisational culture of Chinese construction enterprisesen_US
dc.typeArticleen_US
dc.identifier.emailLiu, AMM:ammliu@hkucc.hku.hken_US
dc.identifier.authorityLiu, AMM=rp01432en_US
dc.description.naturelink_to_subscribed_fulltexten_US
dc.identifier.doi10.1108/09699980610680153en_US
dc.identifier.scopuseid_2-s2.0-33746363822en_US
dc.identifier.hkuros123101-
dc.relation.referenceshttp://www.scopus.com/mlt/select.url?eid=2-s2.0-33746363822&selection=ref&src=s&origin=recordpageen_US
dc.identifier.volume13en_US
dc.identifier.issue4en_US
dc.identifier.spage327en_US
dc.identifier.epage342en_US
dc.publisher.placeUnited Kingdomen_US
dc.identifier.scopusauthoridLiu, AMM=7402583118en_US
dc.identifier.scopusauthoridShuibo, Z=14049057500en_US
dc.identifier.scopusauthoridMeiyung, L=14048664600en_US
dc.identifier.citeulike789822-

Export via OAI-PMH Interface in XML Formats


OR


Export to Other Non-XML Formats