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Library | Item Barcode | Call Number | Material Type | Item Category 1 | Status |
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Summary
Summary
Since the early 1980s, researchers and practitioners in the organisational and management fields have presumed a link between organisational, or corporate, culture and organisational performance. Whilst many believe this exists, other authors have been critical of the validity of such studies. Part of this doubt stems from a reliance on measures of organisational performance that are based purely on financial measures of business growth.
Using the construction industry as the subject of his research, Vaughan Coffey traces the development of the literature on organisational culture and business effectiveness and investigates the culture-performance link using a new and highly objective measure of company performance and an evaluation of organisational culture, which is largely behaviourally-based. Providing a theoretical contribution to the field, this work shows that various cultural traits appear to be closely linked to objectively measured organisational effectiveness.
This book will be valuable to professionals and researchers in the fields of management and public policy. It indicates directions for construction companies to develop and change, and in doing so strengthen their chances of remaining strong when opportunities for work might deplete and only the most successful companies will be able to survive.
Author Notes
Vaughan Coffey is Lecturer in Construction and Project Management in the School of Urban Development at Queensland University of Technology, Australia, and was formerly a senior manager in the Construction and Development Division of the Hong Kong Housing Department, with special interests in organisational culture, construction quality issues and performance monitoring.
Table of Contents
List of figures | p. ix |
List of tables | p. xi |
Foreword | p. xiii |
1 An introduction to organisations, culture, performance and construction | p. 1 |
Chapter introduction | p. 1 |
Background to the research | p. 1 |
Research objectives, problems and hypotheses | p. 9 |
Research questions | p. 10 |
Justification for the research | p. 11 |
Research methodology | p. 15 |
Limitations of scope of the research and key assumptions | p. 15 |
Chapter summary | p. 16 |
2 Organisations, culture and climate | p. 17 |
Chapter introduction | p. 17 |
What is an organisation? | p. 17 |
What is organisational culture? | p. 26 |
Chapter summary | p. 38 |
3 Organisational culture studies | p. 39 |
Chapter introduction | p. 39 |
The development of organisational culture research | p. 39 |
Cultural anthropology | p. 40 |
The changing paradigms of organisational culture research | p. 42 |
Analysing organisational culture | p. 46 |
Survey instruments | p. 49 |
Chapter summary | p. 53 |
4 Measuring organisational performance and effectiveness | p. 54 |
Chapter introduction | p. 54 |
Organisational performance | p. 54 |
Organisational effectiveness | p. 55 |
Research studies in organisational effectiveness | p. 57 |
Organisational effectiveness models | p. 59 |
Total Quality Management | p. 62 |
Business excellence models and awards | p. 64 |
Other useful tools briefly described | p. 69 |
Chapter summary | p. 77 |
5 Organisational culture and effectiveness: investigating the link between them | p. 78 |
Chapter introduction | p. 78 |
Early studies: the 'Budding Stage' (1920s to 1 970s) | p. 78 |
More recent studies: the 'Promulgation Stage' (1980s) | p. 81 |
The 'Testing stage' (1980s to the present) | p. 84 |
Organisational culture: performance link studies (1990 to 2003) | p. 85 |
Investigation of the link between organisational culture and organisational effectiveness in the context of this book | p. 86 |
The Denison Organisational Culture Survey (DOCS) model | p. 91 |
Strategic performance measures in the construction industry | p. 97 |
Research into organisational culture in the construction industry | p. 100 |
Chapter summary | p. 104 |
6 Research on the relationship between organisational culture and performance in Hong Kong construction companies | p. 105 |
Chapter introduction | p. 105 |
Part I p. 105 | |
Research questions | p. 105 |
Research methodology | p. 108 |
Part II | p. 117 |
Research instrument | p. 117 |
Primary data sources | p. 123 |
Limitations of the methodology | p. 134 |
Part III p. 136 | |
Data analysis methodology/administration | p. 136 |
Basic data analysis methodologies used | p. 137 |
Chapter summary | p. 141 |
7 The Hong Kong experiment: presentation of demographic data, overall results and some descriptive and qualitative analysis | p. 144 |
Chapter introduction | p. 144 |
Subjects | p. 144 |
Detailed results | p. 145 |
Statistical analysis | p. 151 |
Qualitative data | p. 157 |
Chapter summary | p. 161 |
8 Detailed statistical analysis of the DOCS and PASS data in relation to the major research questions | p. 162 |
Chapter introduction | p. 162 |
Quantitative data: patterns of data for each research question or hypothesis | p. 162 |
Chapter summary | p. 174 |
9 Four Hong Kong construction mini-case studies | p. 176 |
Chapter introduction | p. 176 |
The mini-case studies | p. 176 |
Chapter summary | p. 205 |
10 Conclusions and future research directions | p. 206 |
Chapter introduction | p. 206 |
Qualitative data | p. 206 |
Major research findings from the analysis of results | p. 208 |
Conclusions about each major research question | p. 209 |
Implications for theory | p. 213 |
Implications for the Hong Kong housing department and for companies engaged in public housing construction in Hong Kong | p. 214 |
Implications for further research | p. 215 |
The last word | p. 217 |
Appendix A Summary of the organisational culture instruments in the derivation of the OCP | p. 219 |
Appendix B Organizational Culture Survey (back-translated for use in Hong Kong) | p. 220 |
References | p. 225 |
Index | p. 253 |