A Study of the Effect of Functional Subcultures on the Performance of Hong Kong Construction Companies

Abstract

As some theorists regard organizational culture as ambiguities, this study attempts to prove that ambiguities are actually the resultant overview of interacting and dissimilar functional subcultures. Therefore, study of the effect of culture on performance should focus on the subculture system instead of the illusive and probably non-existing unitary corporate culture. To this end, a consensual structural framework that effectively demarcates the boundaries of subcultures is needed. By using the Viable System Model as a structural framework for the demarcation of functional subcultures, a questionnaire survey on construction professionals in Hong Kong was conducted. Statistical analysis results indicate that corporate culture could be better understood as a system of functional subcultures that correspond to the five functions of the viable system model. It is further noted that the strength of some functional subculture variables associates differently and significantly with organizational performance.

Introducing a departmental branding model to improve the visibility and legitimacy of internal support functions

“…This refers to the departmental structure, roles and the cultural context to which they are exposed. The existence of subcultures within the corporation has been verified by various authors (Li and Jones 2010;Schein 2004). They are reflected by the distinct clusters of understandings, values and behaviors of different functions within the corporation (Trice and Beyer 1993).…”

“…Since large organizations tend to develop subcultures besides those which are evident in the corporate culture, implications for corporate brand management may focus on understanding subcultures and explaining diversity in values and assumptions to senior management and all staff (de Chernatony 1999; Schein 2003). In fact, corporate culture is a system of many subcultures rather than one large homogeneous entity (Li and Jones 2010). Tushman and O'Reilly (1996) claimed that different organizational sub-units perform better if they develop specific cultures that boost their individual spirit.…”

Desempenho profissional: relações com valores, práticas e identidade no serviço policial

“…Encontram-se, ainda, estudos que abordam a relação entre subculturas organizacionais e desempenho (Li & Jones, 2010), a correlação entre a cultura organizacional e a conversão do conhecimento sobre o desempenho corporativo (Tseng, 2009). Espaço também tem sido reservado para a relação entre cultura organizacional, os valores sobre os resultados dos colaboradores, mediada pelo conflito da tarefa (McMillan, Chen, Richard & Bhuian, 2012), ou somente a relação entre cultura e desempenho Cheung, Wong & Lam, 2012;Jacobs et al, 2013;Mathew, Ogbonna & Harris, 2011;Murphy, Cooke & Lopez, 2013;Prajogo & McDermott, 2010;Yazici, 2010, Yilmaz & Ergun, 2008.…”