Eine Plattform für die Wissenschaft: Bauingenieurwesen, Architektur und Urbanistik
Eine Plattform für die Wissenschaft: Bauingenieurwesen, Architektur und Urbanistik
Organisational culture of construction project managers in the GCC countries
– One of the consequences of globalisation is the proliferation of interactions between professionals of organisations from different cultural backgrounds. This is certainly true for construction project managers working in the Gulf Cooperation Council (GCC) countries, and the aim here is to provide foundation evidence regarding first, the existence of a distinct organisational culture and, second, the perceived culture type.
– Data collected through questionnaire-based interviews with 96 construction project managers in the GCC countries was analysed by applying the Organisational Culture Assessment Instrument (OCAI, Cameron and Quinn, 2006) and empirical statistics.
– The OCAI was found to be a useful tool to determine a profession's culture, and, confirming what has so far been anecdotal evidence, the findings indicate that both the group and hierarchy cultures are dominant culture types among construction project managers in the GCC countries.
– The confirmation of the dominant culture types gives increased confidence to practitioners to develop effective cultural diversity management regarding professional interactions with construction project managers in the GCC countries.
– The findings contribute to the body of knowledge by proving that construction project managers in the GCC countries perceive a dominant blend of group and hierarchy cultures.
Organisational culture of construction project managers in the GCC countries
– One of the consequences of globalisation is the proliferation of interactions between professionals of organisations from different cultural backgrounds. This is certainly true for construction project managers working in the Gulf Cooperation Council (GCC) countries, and the aim here is to provide foundation evidence regarding first, the existence of a distinct organisational culture and, second, the perceived culture type.
– Data collected through questionnaire-based interviews with 96 construction project managers in the GCC countries was analysed by applying the Organisational Culture Assessment Instrument (OCAI, Cameron and Quinn, 2006) and empirical statistics.
– The OCAI was found to be a useful tool to determine a profession's culture, and, confirming what has so far been anecdotal evidence, the findings indicate that both the group and hierarchy cultures are dominant culture types among construction project managers in the GCC countries.
– The confirmation of the dominant culture types gives increased confidence to practitioners to develop effective cultural diversity management regarding professional interactions with construction project managers in the GCC countries.
– The findings contribute to the body of knowledge by proving that construction project managers in the GCC countries perceive a dominant blend of group and hierarchy cultures.
Organisational culture of construction project managers in the GCC countries
Jaeger, Martin (Autor:in) / Adair, Desmond (Autor:in)
Engineering, Construction and Architectural Management ; 20 ; 461-473
02.09.2013
13 pages
Aufsatz (Zeitschrift)
Elektronische Ressource
Englisch
Organisational culture of construction project managers in the GCC countries
| Online Contents | 2013
Organisational Change and Managers' Learning
| British Library Conference Proceedings | 1997
Project managers' role in transition countries
| British Library Conference Proceedings | 2003
Elected Managers: Organisational and Political Effects
| British Library Conference Proceedings | 1993
Organisational Restructuring and Men Managers' Careers
| British Library Conference Proceedings | 1994