Understanding Organisational Culture in the Construction Industry
Rs. 6585.00
About the Title
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. Given that construction represents such a high proportion of GDP in most developed economies, it is somewhat surprising that even the larger construction companies have often been unable to deliver product and performance that truly satisfies their customers and can claim to be effective or successful.
Providing a theoretical contribution to the field, this work shows that various cultural traits appear to be closely linked to objectively measured organisational effectiveness. It contributes to fields of management and public policy by indicating 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.
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