Overview

This dissertation, An Organizational Cultural Analysis of the Effectiveness of Chinese Construction Enterprises by Shuibo, Zhang, 張水波, was obtained from The University of Hong Kong (Pokfulam, Hong Kong) and is being sold pursuant to Creative Commons: Attribution 3.0 Hong Kong License. The content of this dissertation has not been altered in any way. We have altered the formatting in order to facilitate the ease of printing and reading of the dissertation. All rights not granted by the above license are retained by the author. Abstract: Abstract of Thesis Entitled AN ORGANIZATIONAL CULTURAL ANALYSIS OF THE EFFECTIVENESS OF CHINESE CONSTRUCTION ENTERPRISES by Zhang Shuibo Supervisor: Dr. Anita M. M. Liu A thesis submitted in partial fulfillment of the requirements for the degree of doctor of philosophy at the University of Hong Kong October, 2003 Abstract of Thesis Entitled AN ORGANIZATIONAL CULTURAL ANALYSIS OF THE EFFECTIVENESS OF CHINESE CONSTRUCTION ENTERPRISES Submitted by ZHANG Shuibo For the Degree of Doctor of Philosophy at the University of Hong Kong in October 2003 This research investigates the relationship between organizational culture and performance effectiveness both theoretically and empirically as an attempt to fill the research gap with regard to the culture studies in construction. It aims to achieve three objectives: (1) development of a theoretical framework that examines in detail the impact of organizational culture on organizational effectiveness; (2) assessing the typical organizational culture profiles of Chinese construction enterprises; and (3) testing empirically the relationship between organizational culture and effectiveness with Chinese construction industry as the research context. With the time-honored S-O-R cycle as the starting point, the OC-OE linkage framework is developed on the basis of relevant management theories that include schema theory, social learning theory and motivation theories. It is argued that organizational culture can be taken as the stimuli that influence the behaviour of the organizational employees, which, in turn, exerts impact on the organizational effectiveness outcome. Having been tested to be reliable and valid under the Chinese context in a pilot study, OCAI, as a well-recognized organizational culture assessment instrument developed by western scholars, is adopted to assess the general culture of Chinese construction enterprises. Based on individual data, Chinese construction enterprises are found to be generally characterized by hierarchy culture type. The results from clustering analysis show that there are four underlying patterns of cultural profiles among Chinese construction enterprises, among which 33% of the total enterprises(valid sample size being 66) are characterized with Cluster 3 that shows hierarchy being the dominating type and the other three types being moderate; 27% characterized with Cluster 1 that shows strong hierarchy and clan cultures but quite weak market and adhocracy cultures; 20% characterized with Cluster 5 that shows a very unbalanced culture profile with hierarchy being the only dominating type and the other three being quite weak; 12% characterized with Cluster 4 that shows market culture being the dominant type and the other 3 types being moderate; nearly 8% characterized with Cluster 2 that shows a strong but also balanced culture profile. Three sub-hypotheses derived from the theoretical framework regarding the OC-OE relationships are empirically tested against 9 self-developed OE indicators for the Chinese construction enterprises. While sub-hypothesis 1- A strong organizational culture is generally more effective than a weak culture- and sub-hypothesis 2- Different types of organizational culture have different effectiveness domains- are b

Full Product Details

9781374722057

Table of Contents

Reviews

Author Information

Tab Content 6

Countries Available