Engineering Construction & Architectural Management

Florence Yean Yng Ling; Amber Ming Hsia Ang; Shallene Su Yu Lim

2007 Engineering Construction & Architectural Management

doi: 10.1108/09699980710828987

Purpose – The aim of this research is to investigate how foreign (non‐mainland Chinese) architectural, engineering and construction (AEC) professionals manage cross‐cultural encounters with mainland Chinese in the construction industry. The specific objectives are to identify perceived cultural differences between Chinese and foreigners when executing construction projects, based on the perceptions of foreign personnel only; and recommend a framework to manage cross‐cultural encounters between foreigners and Chinese. Design/methodology/approach – The data collection instrument was a questionnaire, which had open‐ended questions. The data collection method was face‐to‐face in‐depth interviews with 19 foreign AEC practitioners who had worked with Chinese in construction projects in mainland China. The majority of these projects were located in Shanghai. Findings – The main perceived differences were: the absence of team spirit in Chinese staff; the need to micro‐manage Chinese staff; the lack of initiative in Chinese staff; difficulty in communicating with Chinese staff; the absence of trust among the Chinese and by Chinese of foreigners; Chinese firms' attempts at recovery of under‐pricing following contract award; ease of settling disputes with Chinese; lack of safety and quality culture; and prevalence of networking culture. Several methods to manage cross‐cultural encounters are identified. Among these, most of the interviewees practiced adaptability, mimicry and mindfulness, which involved paying attention, being watchful and attentive. They also relied on their knowledge and experience of Chinese culture. Research limitations/implications – The findings may not be readily generalized because interviews were conducted with only 19 foreign AEC professionals, many of who are from Singapore and had worked primarily in Shanghai. The small number of interviewees may be unrepresentative of the population. Practical implications – Foreign firms could use the findings to help them decide on some of the methods to overcome cultural differences. Originality/value – The research proposed a framework for foreign firms to use when managing cross‐cultural encounters with Chinese. It recommends different measures to manage cross‐cultural encounters between foreigners and Chinese.

Ela Oney‐Yazıcı; Heyecan Giritli; Gulfer Topcu‐Oraz; Emrah Acar

2007 Engineering Construction & Architectural Management

doi: 10.1108/09699980710828996

Purpose – The main stimulus of this study is to examine the cultural profile of construction organizations within the context of Turkish construction industry. Design/methodology/approach – This study is a part of a cross‐cultural research, initiated by CIB W112 (Working Commission W112 of the International Council for Research and Innovation in Building and Construction), concurrently ongoing in 15 different countries. Data were collected from 107 contracting and 27 architectural firms, by means of a questionnaire based on OCAI (Organizational Culture Assessment Instrument), a well‐known and widely used measurement tool developed by Cameron and Quinn (1999). Findings – The findings show that the Turkish construction industry has been dominated by firms with a mixture of clan and hierarchy cultures. In addition, the analysis reported here indicates cultural differences at organizational level in terms of firm type, size, and age. Originality/value – This paper contributes to the understanding of organizational culture in the construction industry by providing empirical evidence from the Turkish construction industry. As future research direction, it highlights the need of a cross‐cultural comparison among different countries, and an investigation of the effects of cultural profiles of the organizational members on organizational culture.

Thayaparan Gajendran; Graham Brewer

2007 Engineering Construction & Architectural Management

doi: 10.1108/09699980710829003

Purpose – Although the deployment of information and communication technology (ICT) in the construction industry is widespread recent research indicates that the surrounding contextual issues hinder its successful application in many project settings. This paper aims to develop a framework for the analysis of organisational culture in respect of ICT implementation across an organisation in the construction industry. Design/methodology/approach – An re‐analysis of critical success factors (CSF) for ICT integration, identified through data from a Delphi study of industry experts and a questionnaire survey of ICT users, using Martin's three‐perspective framework applying both the functional and non‐functional approaches to cultural analysis was conducted. Findings – The research revealed the theoretical dimensions and properties of organisational culture that influence CSFs for ICT integration in construction projects teams. This paper concludes by highlighting the influence of the organisation's culture, manifested though the nature and extent of shared understanding, on the likely success of ICT implementation. Originality/value – The deployment of ICT without appropriate consideration of contextual issues, in particular, organisational culture, will be likely to generate disappointing results. The framework presented in this paper provides a rigorous foundation for consideration of such issues.

Mohammed F. Dulaimi

2007 Engineering Construction & Architectural Management

doi: 10.1108/09699980710829012

Purpose – The aim of this paper is investigate using case studies, how knowledge is shared across cultural barriers in the context of construction projects executed as international joint ventures. The paper focused on the socio‐technical perspective to develop a clear understanding of how knowledge is shared. Design/methodology/approach – The research adopted the case study approach to collect its data. Data was collected through face‐to‐face interviews with key people on four construction projects executed as joint ventures in Singapore. Findings – The case studies showed weaknesses on all levels of the adopted knowledge‐sharing model. The main reason seems to be the lack of clear commitment and intent to create an environment that is conducive to knowledge sharing. Another major barrier to effective knowledge sharing was the incompatibility between the foreign and local cultures. Research limitations/implications – The generalisation of the findings may be limited due to the impact of differing national cultures on knowledge sharing and the fact that in three out of four case studies the foreign firm was Japanese in partnership with a local Singaporean firm. Practical implications – Firms involved in international joint ventures who aim to share knowledge with a foreign partner can use the findings of this research to create opportunities to achieving their aim. Originality/value – The research adapted a research model and provided a research method that can aid researchers examine knowledge management and knowledge sharing in construction projects. The paper provides construction firms with a framework for action to enhance their knowledge sharing.

Anita M.M. Liu; W.M. Chiu; Richard Fellows

2007 Engineering Construction & Architectural Management

doi: 10.1108/09699980710829021

Purpose – The research objectives are to investigate the perception of work empowerment of quantity surveyors and to determine whether perceived work empowerment is an antecedent of commitment. Design/methodology/approach – An exploratory study amongst quantity surveyors in four different types of construction industry organisations in Hong Kong is conducted. Data are collected by use of established questionnaires, yielding 136 valid responses. Findings – Organisational commitment comprises dimensions of effectiveness and continuance. It is found that when the perception of work empowerment increases, organisational commitment increases accordingly. Work empowerment is related to affective commitment rather than continuance commitment. Professional qualification and nationality are positively correlated with both dimensions of organisational commitment. Chinese chartered quantity surveyors show more commitment to their organisations. Generally, male QS shows less continuance commitment and the longer the QS has worked for the organisation (particularly in consultancy firms), the less continuance commitment one has. Originality/value – The regression analysis supports the relationship of commitment and work empowerment. Work empowerment enhances self‐efficacy and, through motivation and commitment, leads to increased performance and effectiveness.

Mohan M. Kumaraswamy; Florence Y.Y. Ling; Aaron M. Anvuur; M. Motiar Rahman

2007 Engineering Construction & Architectural Management

doi: 10.1108/09699980710829030

Purpose – This paper targets the development of comprehensive approaches to prequalifying teams for Public Private Partnerships (PPPs). Design/methodology/approach – Research outcomes from a study into “relationally integrated project teams” (RIPTs) were applied to necessarily longer‐term PPP scenarios. A force field model was developed to visualise the importance of stronger relational forces between the many PPP participants for “sustainable RIPTs” (SRITs). A framework was conceptualised to show linkages from relational contracting approaches, through sustainable relationships to sustainable infrastructure. This framework and a basic model for evaluating relational performance, were assessed by a panel of international PPP experts. Findings – The results encouraged the collection of factors facilitating successful relationships to build the proposed knowledge base. Literature review and initial interviews provide examples of priorities and lessons learned in relationship building in ongoing PPPs. Research limitations/implications – Being an integrative theory‐building type exercise bringing together relational contracting, teambuilding and PPP performance research streams, this paper summarises and refers to, rather than provides details of, feeder research. Fleshing out the conceptual framework and model will next proceed beyond the initial testing and sample knowledge elements conveyed herein. Practical implications – Selecting good teams is essential for successful projects, and more so for PPP projects, given their complexities and longer timeframes. Increasing reliance on PPPs for infrastructure development and asset management enhances this significance. Originality/value – Synergies are derived from linking relationship‐building and sustainability thrusts in the context of PPP performance. Concepts of “sustainable relationships” and “sustainsivity” (sensitivity to sustainability issues) are introduced.

Akintola Akintoye; Jamie Main

2007 Engineering Construction & Architectural Management

doi: 10.1108/09699980710829049

Purpose – The purpose of this paper is to describe UK contractors' perceptions of collaborative relationships in construction. Design/methodology/approach – Based on a UK wide postal questionnaire survey, the opinions of contractors were assessed on reasons for collaborative relationships and the factors that are responsible for the success and failure of collaborative relationships in construction development. The respondents were split into two groups (SME's and large) based on their number of employees, to determine whether their responses varied with size as part of the analysis. Statistical analyses, based on Analysis of Variance (ANOVA) and factor analysis technique were used to investigate the cluster of relationships. Findings – The research shows that UK contractors are positive about collaboration and are engaged in collaborative relationships for construction developments. Factor analysis shows that the principal reasons why contractors are involved in collaborative relationships are for risk sharing, access to innovation and technology, response to market, resource efficiency and client requirements. The principal success factors are commitment of adequate resources from the partners, equity of relationship, recognition of the importance of non‐financial benefits and clarity of objectives while the principal failure factors are lack of trust and consolation and lack of experience and business fit. Practical implications – Drawing from the findings, the study confirms that construction collaborative relationships are customer driven with very little consideration for competitors, suppliers and subcontractors although a a true collaborative relationship should take into account all the parties involved in construction development supply and demand chains to reap the full benefits. Originality/value – The paper makes an original contribution of exploring the area of relationships in construction in the UK from the contractors point‐of‐view. The contents within the paper will be of interest to those working within the field.