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Article: Matrix organizational structure, culture and commitment: A Hong Kong public sector case study of change

TitleMatrix organizational structure, culture and commitment: A Hong Kong public sector case study of change
Authors
Rowlinson, S
KeywordsCommitment
Cultural values
Matrix organization
Organizational change
Organizational culture
Issue Date2001
PublisherRoutledge. The Journal's web site is located at http://www.tandf.co.uk/journals/titles/01446193.asp
Citation
Construction Management And Economics, 2001, v. 19 n. 7, p. 669-673 How to Cite?
DOI: http://dx.doi.org/10.1080/01446190110066137
AbstractThis paper reports on the impact of organizational change on a government department in Hong Kong. It focuses on the perceptions of professional personnel of the organizational culture developed in the department and its mismatch with their expectations. The commitment of the professionals to their organization was measured, and found to be limited solely to a level of continuance commitment. The results of the study are discussed and explained in part by reference to Hofstede's cultural concepts of power distance and individualism, and by reference to traditional Chinese cultural values.
Persistent Identifierhttp://hdl.handle.net/10722/81689
ISSN
0144-6193
2023 Impact Factor: 3.0
2023 SCImago Journal Rankings: 0.874
References
References in Scopus

 

DC FieldValueLanguage
dc.contributor.authorRowlinson, Sen_HK
dc.date.accessioned2010-09-06T08:20:53Z-
dc.date.available2010-09-06T08:20:53Z-
dc.date.issued2001en_HK
dc.identifier.citationConstruction Management And Economics, 2001, v. 19 n. 7, p. 669-673en_HK
dc.identifier.issn0144-6193en_HK
dc.identifier.urihttp://hdl.handle.net/10722/81689-
dc.description.abstractThis paper reports on the impact of organizational change on a government department in Hong Kong. It focuses on the perceptions of professional personnel of the organizational culture developed in the department and its mismatch with their expectations. The commitment of the professionals to their organization was measured, and found to be limited solely to a level of continuance commitment. The results of the study are discussed and explained in part by reference to Hofstede's cultural concepts of power distance and individualism, and by reference to traditional Chinese cultural values.en_HK
dc.languageengen_HK
dc.publisherRoutledge. The Journal's web site is located at http://www.tandf.co.uk/journals/titles/01446193.aspen_HK
dc.relation.ispartofConstruction Management and Economicsen_HK
dc.subjectCommitmenten_HK
dc.subjectCultural valuesen_HK
dc.subjectMatrix organizationen_HK
dc.subjectOrganizational changeen_HK
dc.subjectOrganizational cultureen_HK
dc.titleMatrix organizational structure, culture and commitment: A Hong Kong public sector case study of changeen_HK
dc.typeArticleen_HK
dc.identifier.openurlhttp://library.hku.hk:4550/resserv?sid=HKU:IR&issn=0144-6193&volume=19&issue=7&spage=669&epage=674&date=2002&atitle=Matrix+Organizational+Structure,+Culture+and+Commitment:+A+Hong+Kong+Public+sector+Case+Study+of+Changeen_HK
dc.identifier.emailRowlinson, S:hrecsmr@hkucc.hku.hken_HK
dc.identifier.authorityRowlinson, S=rp01020en_HK
dc.description.naturelink_to_subscribed_fulltext-
dc.identifier.doi10.1080/01446190110066137en_HK
dc.identifier.scopuseid_2-s2.0-0035501644en_HK
dc.identifier.hkuros73498en_HK
dc.relation.referenceshttp://www.scopus.com/mlt/select.url?eid=2-s2.0-0035501644&selection=ref&src=s&origin=recordpageen_HK
dc.identifier.volume19en_HK
dc.identifier.issue7en_HK
dc.identifier.spage669en_HK
dc.identifier.epage673en_HK
dc.publisher.placeUnited Kingdomen_HK
dc.identifier.scopusauthoridRowlinson, S=7003696228en_HK
dc.identifier.citeulike4509289-
dc.identifier.issnl0144-6193-

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