The Experts below are selected from a list of 38889 Experts worldwide ranked by ideXlab platform
Vaughan Coffey - One of the best experts on this subject based on the ideXlab platform.
-
Organisational Culture and quality management system implementation in indonesian construction companies
Engineering Construction and Architectural Management, 2016Co-Authors: Debby Willar, Bambang Trigunarsyah, Vaughan CoffeyAbstract:Purpose – The review of literature found that there is a significant correlation between a construction company’s Organisational Culture and the company quality performance. The purpose of this paper is to assess the Organisational Culture profiles of Indonesian construction companies, and to examine the influence of the companies’ Organisational Culture profiles on their quality management systems (based on QMS-ISO 9001:2008) implementation. Prior to conducting the examination, there are examinations of the relationships among the quality management system (QMS) variables. Design/methodology/approach – The methodology employed a survey questionnaire of construction industry practitioners who have experience in building and civil engineering works. The Organizational Culture Assessment Instrument was selected due to its suitability in assessing organisation’s underlying Culture. Findings – Within the examination among the QMS variables, it was found that problematic issues associated with the implementati...
-
Profiles of Organisational Culture in Indonesian construction companies
Modern Methods and Advances in Structural Engineering and Construction(ISEC-6), 2011Co-Authors: Vaughan Coffey, Debby Willar, Bambang TrigunarsyahAbstract:Although relatively few studies have been undertaken analyzing the drivers of performance for construction companies in producing and delivering satisfactory quality of project works, findings from previous research reveal that there is a significant correlation between the company’s Organisational Culture and the quality performance of contractors. It has also been noted that the nature of Organisational Culture is a major determinant factor for quality improvement. This paper presents a summary of the results of a pilot study investigating the Organisational Culture profiles of five Indonesian construction companies. The survey utilizes the Organisational Culture Assessment Instrument (OCAI), which is based on the Competing Values Framework (CVF). This instrument assesses six important and significant traits of Organisational Culture: dominant characteristics, Organisational leadership, management of employees, Organisational ‘glue’, strategic emphasis, and criteria of success. These assessed cultural dimensions identify the most close-fitting perspective of a company’s inherent Culture drawn from four possible types: clan, adhocracy, market, or hierarchy Culture. Further discussion is presented, which describes the companies’ dominant cultural profiles in terms of strength and congruence and how an effective quality management system operates within the dominant Culture type. This analysis contributes to the finding that a suitably ‘strong’ Organisational Culture impacts positively on construction organisation success within its own specific sector.
-
Construction performance and Organisational Culture
2010Co-Authors: Vaughan Coffey, Debby WillarAbstract:The purpose of this paper is to summarize the outcomes of a detailed research study carried out as part of the fulfilment of a doctoral programme which examined the relationships between, and impacts of Organisational Culture on construction performance within a Hong Kong context. The research used a mixed methodology approach consisting of an Organisational Culture survey using an adapted validated and reliable measurement instrument (the Denison Organisational Culture Survey), mini-case studies in four Hong Kong construction companies and correlated the derived Culture scores against performance scores measured by the Hong Kong Housing Department Performance Assessment Scoring System (PASS). The significance of the research was to advance knowledge of the importance of Organisational Culture strength as a performance driver in the construction industry and the further proof of the Culture performance links using a set of measures of the latter which were not financially-based. The findings of the research make a contribution to theory by further validating the work by Denison (1990) and others, not only in that a successful link between Organisational Culture and performance was demonstrated, but it also identifies particular cultural factors in organisations that appear to be significantly responsible for achieving successful outcomes and reveals opportunities for further research into the Organisational Culture of construction companies Keywords: Organisational Culture, construction performance, business success.
Neil Kirby - One of the best experts on this subject based on the ideXlab platform.
-
Organisational Culture: concept, context, and measurement
2014Co-Authors: Elizabeth Kummerow, Neil KirbyAbstract:Origins and Popularisation of the Concept of Organisational Culture Current Conceptual Treatments Concepts Related to Organisational Culture: Organisational Climate and Social Representations A Framework for Contextualising Culture Measuring Organisational Culture and Penetrating Context A Study of Organisational Culture Using the Contextual Framework Refining the Analysis of Organisational Attributions Directions for Future Research A Map for the Field.
-
Organisational Culture: Concept, Context, and Measurement (in Two Volumes)
2013Co-Authors: Elizabeth Kummerow, Neil KirbyAbstract:In 1989, the prominent Organisational Culture scholar, Stephen Ott, lamented what he saw as the failure of the Organisational Culture perspective to have the kind of lasting influence ia whether empirical, or in terms of its contribution to practice ia that had been hoped for. In attempting to explain this state of affairs, Ott observed that: i°Some of the most important unanswered questions are methodological, and without methodological advancement, the perspective will not achieve maturity.i± The situation today, more than two decades after Ott voiced these concerns, is that academics, researchers, and practitioners alike continue to struggle with the question of how best to decipher and measure an organisation's Culture. Organisational Culture: Concept, Context and Measurement (In Two Volumes) aims to encourage an agenda for Organisational Culture research that gives a renewed emphasis to methodological issues. In pursuit of this aim, consideration is given to both conceptual questions and questions of measurement. In Volume I of the book, the main focus is on the concept of Organisational Culture. Based on an analysis and critique of existing treatments, as well as a comparison of Organisational Culture with a number of closely related concepts, consideration is given to how the concept might usefully be elaborated and further refined. In Volume II of the book, the focus is on methodological issues. Drawing on the findings of a series of empirical studies conducted over a number of years, consideration is given to what would be required to develop a measure for Organisational Culture that is practically useful and also capable of accessing Culture at its deepest, and arguably most influential yet most elusive, level. In particular, an approach is advocated that seeks to contextualise Organisational Culture, in terms of various time and experience domains, and that also promotes the use of attributions analysis as a means whereby to further understand Culture at this level. A valuable resource for scholars and practitioners alike, the book provides readers who are interested in understanding the role and influence of Culture in organisations with a comprehensive analysis of the development and application of the Organisational Culture concept. For readers who are interested in conducting research into the measurement and practical application of Organisational Culture, the book provides a methodological approach that can be used to guide their research. Contents: Volume I: The Concept: Organisational Culture: Development and Early Application Conceptualising Organisational Culture Describing Organisational Culture: Structure, Strength, and Differentiation Related Concepts: Organisational Climate and National Culture Social Representations Measurement and Context: Deciphering Organisational Culture Introduction to a Contextual Framework Volume II: Exploring Method: An Exploratory Study of Organisational Culture (Study 1) Piloting a Prototype Method (Study 2) Analysis Context: Towards a Refinement of the Method (Study 3, Part 1) The Use of Semi-Structured Interviewing (Study 3, Part 2) The Operationalisation of Context (Study 3, Part 3) Evaluation and Further Research: A Contextual Analysis of Organisational Culture: Evaluation and Recommendations for Future Research Developing Attributions Analysis for Assessing Organisational Culture Readership: Advanced undergraduate and postgraduate students in Organisational psychology and business (including students enrolled in coursework and/or research Masters and PhD programs); Organisational psychology or business academics engaged in Organisational Culture research; Organisational change agents and consultants involved in change programs related directly or indirectly to Organisational Culture. Key Features: Reviews the research literature on Organisational Culture and related concepts including Organisational climate, national Culture and social representations and addresses issues of integration and differentiation within and between these concepts Describes a comprehensive contextual framework that takes time and experience into account, and that can serve as a basis for understanding the development of different Organisational Cultures and how they are maintained or changed over time Provides an empirical illustration of a methodology based on a contextual approach to understanding Organisational Culture that can be used to effectively and efficiently measure the deeper-level beliefs and assumptions that constitute arguably the most influential aspect of the concept in practice
Maurice Yolles - One of the best experts on this subject based on the ideXlab platform.
-
Understanding Organisational Culture as a trait theory
European J. of International Management, 2012Co-Authors: Gerhard Fink, Daniel Dauber, Maurice YollesAbstract:A generic model of Organisational Culture is developed, which distinguishes between the internal environment (Organisational Culture, strategy, structure and operations) and external environment (legitimisation environment and task environment) of an organisation and suggests a set of five bipolar traits to characterise the normative personality characteristics of the organisation. The presented generic model of Organisational Culture integrates so far separate classes of organisation theory and has the potential to serve as a basis for the identification of types of corporate Culture and their dysfunctions.
-
Understanding Organisational Culture as a Trait Theory
SSRN Electronic Journal, 2011Co-Authors: Gerhard Fink, Daniel Dauber, Maurice YollesAbstract:This paper aims at an Organisational Culture theory redefining existing concepts of Organisational or corporate Culture dimensions. It does this by embracing a new concept of Organisational Culture that fits with thematic classes of organisation theory. Knowledge cybernetics will be used to show the interconnections (interaction processes) between thematic fields of organisation theory following Hatch and Cunliffe (2006). Its perspective is that social collectives have normative collective minds that can be explored in terms of their social psychological processes, and normative personalities. In concert with Bandura's concept of collective agency, that of "normative personality" is integrated into Organisational context and Piaget's notions of how the mind operates are applied to the organisation. Organisational Culture manifests itself by different emphasis given to different types of the interconnections interactions between the organisation and its environments and different emphasis on different types of information and knowledge flows within the organisation. The paper offers a theoretical construct exploring Organisational Culture from the perspective of thematic fields of organisation theory. It requires further elaboration and development of a questionnaire to be tested in different contexts and samples. It has the capacity to provide pragmatic meaning in case studies and may contribute to identification of dysfunctions of information and knowledge management in organisations. This is the first approach to take a view from the thematic fields of organisation theory on research into Organisational Culture by applying knowledge cybernetics.
Debby Willar - One of the best experts on this subject based on the ideXlab platform.
-
Organisational Culture and quality management system implementation in indonesian construction companies
Engineering Construction and Architectural Management, 2016Co-Authors: Debby Willar, Bambang Trigunarsyah, Vaughan CoffeyAbstract:Purpose – The review of literature found that there is a significant correlation between a construction company’s Organisational Culture and the company quality performance. The purpose of this paper is to assess the Organisational Culture profiles of Indonesian construction companies, and to examine the influence of the companies’ Organisational Culture profiles on their quality management systems (based on QMS-ISO 9001:2008) implementation. Prior to conducting the examination, there are examinations of the relationships among the quality management system (QMS) variables. Design/methodology/approach – The methodology employed a survey questionnaire of construction industry practitioners who have experience in building and civil engineering works. The Organizational Culture Assessment Instrument was selected due to its suitability in assessing organisation’s underlying Culture. Findings – Within the examination among the QMS variables, it was found that problematic issues associated with the implementati...
-
Profiles of Organisational Culture in Indonesian construction companies
Modern Methods and Advances in Structural Engineering and Construction(ISEC-6), 2011Co-Authors: Vaughan Coffey, Debby Willar, Bambang TrigunarsyahAbstract:Although relatively few studies have been undertaken analyzing the drivers of performance for construction companies in producing and delivering satisfactory quality of project works, findings from previous research reveal that there is a significant correlation between the company’s Organisational Culture and the quality performance of contractors. It has also been noted that the nature of Organisational Culture is a major determinant factor for quality improvement. This paper presents a summary of the results of a pilot study investigating the Organisational Culture profiles of five Indonesian construction companies. The survey utilizes the Organisational Culture Assessment Instrument (OCAI), which is based on the Competing Values Framework (CVF). This instrument assesses six important and significant traits of Organisational Culture: dominant characteristics, Organisational leadership, management of employees, Organisational ‘glue’, strategic emphasis, and criteria of success. These assessed cultural dimensions identify the most close-fitting perspective of a company’s inherent Culture drawn from four possible types: clan, adhocracy, market, or hierarchy Culture. Further discussion is presented, which describes the companies’ dominant cultural profiles in terms of strength and congruence and how an effective quality management system operates within the dominant Culture type. This analysis contributes to the finding that a suitably ‘strong’ Organisational Culture impacts positively on construction organisation success within its own specific sector.
-
Construction performance and Organisational Culture
2010Co-Authors: Vaughan Coffey, Debby WillarAbstract:The purpose of this paper is to summarize the outcomes of a detailed research study carried out as part of the fulfilment of a doctoral programme which examined the relationships between, and impacts of Organisational Culture on construction performance within a Hong Kong context. The research used a mixed methodology approach consisting of an Organisational Culture survey using an adapted validated and reliable measurement instrument (the Denison Organisational Culture Survey), mini-case studies in four Hong Kong construction companies and correlated the derived Culture scores against performance scores measured by the Hong Kong Housing Department Performance Assessment Scoring System (PASS). The significance of the research was to advance knowledge of the importance of Organisational Culture strength as a performance driver in the construction industry and the further proof of the Culture performance links using a set of measures of the latter which were not financially-based. The findings of the research make a contribution to theory by further validating the work by Denison (1990) and others, not only in that a successful link between Organisational Culture and performance was demonstrated, but it also identifies particular cultural factors in organisations that appear to be significantly responsible for achieving successful outcomes and reveals opportunities for further research into the Organisational Culture of construction companies Keywords: Organisational Culture, construction performance, business success.
Elizabeth Kummerow - One of the best experts on this subject based on the ideXlab platform.
-
Organisational Culture: concept, context, and measurement
2014Co-Authors: Elizabeth Kummerow, Neil KirbyAbstract:Origins and Popularisation of the Concept of Organisational Culture Current Conceptual Treatments Concepts Related to Organisational Culture: Organisational Climate and Social Representations A Framework for Contextualising Culture Measuring Organisational Culture and Penetrating Context A Study of Organisational Culture Using the Contextual Framework Refining the Analysis of Organisational Attributions Directions for Future Research A Map for the Field.
-
Organisational Culture: Concept, Context, and Measurement (in Two Volumes)
2013Co-Authors: Elizabeth Kummerow, Neil KirbyAbstract:In 1989, the prominent Organisational Culture scholar, Stephen Ott, lamented what he saw as the failure of the Organisational Culture perspective to have the kind of lasting influence ia whether empirical, or in terms of its contribution to practice ia that had been hoped for. In attempting to explain this state of affairs, Ott observed that: i°Some of the most important unanswered questions are methodological, and without methodological advancement, the perspective will not achieve maturity.i± The situation today, more than two decades after Ott voiced these concerns, is that academics, researchers, and practitioners alike continue to struggle with the question of how best to decipher and measure an organisation's Culture. Organisational Culture: Concept, Context and Measurement (In Two Volumes) aims to encourage an agenda for Organisational Culture research that gives a renewed emphasis to methodological issues. In pursuit of this aim, consideration is given to both conceptual questions and questions of measurement. In Volume I of the book, the main focus is on the concept of Organisational Culture. Based on an analysis and critique of existing treatments, as well as a comparison of Organisational Culture with a number of closely related concepts, consideration is given to how the concept might usefully be elaborated and further refined. In Volume II of the book, the focus is on methodological issues. Drawing on the findings of a series of empirical studies conducted over a number of years, consideration is given to what would be required to develop a measure for Organisational Culture that is practically useful and also capable of accessing Culture at its deepest, and arguably most influential yet most elusive, level. In particular, an approach is advocated that seeks to contextualise Organisational Culture, in terms of various time and experience domains, and that also promotes the use of attributions analysis as a means whereby to further understand Culture at this level. A valuable resource for scholars and practitioners alike, the book provides readers who are interested in understanding the role and influence of Culture in organisations with a comprehensive analysis of the development and application of the Organisational Culture concept. For readers who are interested in conducting research into the measurement and practical application of Organisational Culture, the book provides a methodological approach that can be used to guide their research. Contents: Volume I: The Concept: Organisational Culture: Development and Early Application Conceptualising Organisational Culture Describing Organisational Culture: Structure, Strength, and Differentiation Related Concepts: Organisational Climate and National Culture Social Representations Measurement and Context: Deciphering Organisational Culture Introduction to a Contextual Framework Volume II: Exploring Method: An Exploratory Study of Organisational Culture (Study 1) Piloting a Prototype Method (Study 2) Analysis Context: Towards a Refinement of the Method (Study 3, Part 1) The Use of Semi-Structured Interviewing (Study 3, Part 2) The Operationalisation of Context (Study 3, Part 3) Evaluation and Further Research: A Contextual Analysis of Organisational Culture: Evaluation and Recommendations for Future Research Developing Attributions Analysis for Assessing Organisational Culture Readership: Advanced undergraduate and postgraduate students in Organisational psychology and business (including students enrolled in coursework and/or research Masters and PhD programs); Organisational psychology or business academics engaged in Organisational Culture research; Organisational change agents and consultants involved in change programs related directly or indirectly to Organisational Culture. Key Features: Reviews the research literature on Organisational Culture and related concepts including Organisational climate, national Culture and social representations and addresses issues of integration and differentiation within and between these concepts Describes a comprehensive contextual framework that takes time and experience into account, and that can serve as a basis for understanding the development of different Organisational Cultures and how they are maintained or changed over time Provides an empirical illustration of a methodology based on a contextual approach to understanding Organisational Culture that can be used to effectively and efficiently measure the deeper-level beliefs and assumptions that constitute arguably the most influential aspect of the concept in practice