Organisational culture of Chinese construction organisations in Kuwait

Jaeger, Martin; Yu, Gang; Adair, Desmond

doi:10.1108/ecam-07-2016-0157

Cited by 9 publications

(7 citation statements)

References 26 publications

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“…Therefore, when cultivating expatriates for international construction projects, cross-cultural training should be taken for employees from different cultural backgrounds (Ahammad et al. , 2016; Jaeger et al. , 2017).…”

Section: Discussionmentioning

confidence: 99%

“…Additionally, the results also show that cultural distance has a direct negative impact on EKT (H7), which means that CW and RW play a partial mediation role in the relationship between cultural distance and EKT. Therefore, when cultivating expatriates for international construction projects, cross-cultural training should be taken for employees from different cultural backgrounds (Ahammad et al, 2016;Jaeger et al, 2017). Commonalities can be explored between members of different nationalities to shorten the cultural distance between members of a cross-cultural team.…”

Section: Cross-cultural Team Buildingmentioning

confidence: 99%

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Knowledge transfer among members within cross-cultural teams of international construction projects

Zhou

Chen

Deng

et al. 2022

ECAM

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PurposeThis paper aims to explore the key factors affecting knowledge transfer within cross-cultural teams in international construction projects from three levels: individual factors, team factors and knowledge characteristics. It also provides a comprehensive framework to examine how trust, cultural distance, team identification, knowledge tacitness and complexity and members' transfer willingness impact knowledge transfer effectiveness within cross-cultural teams.Design/methodology/approachA conceptual model and 16 hypotheses were put forward through the literature review and pilot investigation. This study used structural equation modeling to examine how factors affect the effectiveness of knowledge transfer within cross-cultural teams based on the questionnaire data of samples from Chinese international construction projects.FindingsThe findings show that affect-based trust and team identification positively affect the willingness to contribute knowledge. Conversely, knowledge tacitness, knowledge complexity and cultural distance negatively influence contribute willingness. Moreover, affect-based trust, cognition-based trust and team identity positively affect receive willingness, while cultural distance negatively impacts receive willingness. Additionally, affect-based and cognition-based trust, knowledge tacitness and complexity affect transfer effectiveness through the full mediation of transfer willingness, while cultural distance and team identity affect transfer effectiveness through the partial mediation of transfer willingness.Research limitations/implicationsOn the one hand, this research provides a holistic framework for factors affecting knowledge transfer within cross-cultural teams from three levels: individual factors, team factors and knowledge characteristics. On the other hand, the paper gives other researchers in international project management the enlightenment of focusing on members' cultural structure and the cross-cultural training of the team.Practical implicationsThis study offers the direction for cross-cultural team managers to formulate helpful approaches for knowledge transfer and assist corporate leaders in taking integral control measures to enhance knowledge transfer effectiveness within the team.Originality/valueThis study provides other researchers with a comprehensive understanding of the key factors affecting knowledge transfer within cross-cultural teams in international construction projects and insight for further research on project management and knowledge management.

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Section: Discussionmentioning

confidence: 99%

Section: Cross-cultural Team Buildingmentioning

confidence: 99%

Knowledge transfer among members within cross-cultural teams of international construction projects

Zhou

Chen

Deng

et al. 2022

ECAM

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“…The clan corporate culture is based on similarities with family-type businesses. Teamwork, participation, and consensus are considered to be of primary importance in the enterprise (Cameron, Quinn, 1999;Demski et al, 2016;Jaeger et al, 2017;Teräväinen et al, 2018). Alternative B corresponds to the adhocracy corporate culture.…”

Section: Research Objective and Methodologymentioning

confidence: 99%

Impact of COVID-19 on corporate culture

Lorincová

2024

JESI

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The crisis associated with the global COVID-19 pandemic has had an impact on the economies of all countries in the world. The stoppage of production lines, insufficient demand, and layoffs were just some of the negative effects that Slovak enterprises also experienced as a result of the dynamically changing business environment. The aim of the research is to determine whether the perception of corporate culture in Slovakia was affected by the COVID-19 pandemic. It is achieved by identifying the type of corporate culture that dominated at the beginning and after the crisis caused by the COVID-19 pandemic. The methodology of Cameron and Quinn, based on the Organizational Culture Assessment Instrument, was chosen. Corporate culture was analyzed based on the opinions of employees working in the private sector in Slovakia during the period from 2020 to 2023. The significance of differences was tested using the Tukey HSD test. The novelty of the research is that the research results confirmed that changes existed in the perception of partial areas of corporate culture, as well as in the perception of the corporate culture type, over time in Slovakia. Furthermore, based on the results obtained, it can be concluded that clan corporate culture dominated in the private sector in Slovakia in 2020; however, hierarchy corporate culture dominated in 2023. The research results are valuable from the point of view of the development of knowledge in the area of corporate culture in Slovakia, understanding its development, and the impact of global trends on corporate culture.

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“…Hierarchy culture is often found to have no effects, or negative ones, on the quality management implementation (Gimenez-Espin et al, 2013). Jaeger et al (2017) proposed that a much stronger bond can be created through the national culture and organizational culture of the international contractors' parent organization, compared to adopting an organizational culture more compatible with the hierarchy culture for construction organizations. In addition, hierarchical culture can play a better role only when the internal and external environment does not change significantly and the tasks to be performed are well-defined and understood (Federle and Maloney, 1992).…”

Section: Theoretical Review and Hypotheses Developmentmentioning

confidence: 99%

Effect of commitment on the link between organizational culture and international project performance: a comparison between China and Korea

Lin

Han²,

Kim³

et al. 2022

ECAM

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PurposeThe purpose of this paper is to verify the mediating role of commitment between market-oriented organizational culture and international market performance, and to discuss the moderator effect of national institutional environment on this mediating role.Design/methodology/approachThe research design follows a mixed methodology, combining qualitative and quantitative data collection and analysis. In the first phase, research hypotheses are proposed based on a literature analysis. In the second phase, sample data are collected through interviews and questionnaires sent to domestic contractors in China and South Korea, and a validity analysis of the results is carried out. Correlation and regression analyses are then performed on the valid data to verify hypotheses to prove the existence and influence of mediating effects. Hayes PROCESS Macro is used on the regression results to test the mediating effect of commitment on international project performance and the moderation effect of institutional environment.FindingsThe results reveal that the commitment between partners has a mediating effect on the relationship between market culture and international project performance; however, no hierarchy culture is revealed. The mediating effect of commitment is regulated by the institutional environment.Research limitations/implicationsAlthough the reliability and validity of the questionnaire data in this study are in line with research standards, a larger sample size would improve the reliability of the results. Further, the interviewed samples are mainly from China and South Korea; large representative samples from additional countries, such as Japan, should be considered to gain a fuller understanding and more comprehensive results.Originality/valueBy emphasizing the differences between the two institutional environments of developing and developed countries in East Asia, a theoretical and empirical basis is provided. International construction enterprises in other countries can apply the findings to improve their international market performance in different institutional environments. The findings also provide an empirical reference that international construction enterprises in China and South Korea may use to adjust their organizational cultures and commitments to improve market performance.

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Organisational culture of Chinese construction organisations in Kuwait

Cited by 9 publications

References 26 publications

Knowledge transfer among members within cross-cultural teams of international construction projects

Knowledge transfer among members within cross-cultural teams of international construction projects

Impact of COVID-19 on corporate culture

Effect of commitment on the link between organizational culture and international project performance: a comparison between China and Korea

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