Organizational culture of the architectural firm: a case in a developing country

Lai, Kong Seng; Yusof, Nor’Aini; Kamal, Ernawati Mustafa

doi:10.1080/15623599.2016.1166545

Cited by 15 publications

(16 citation statements)

References 81 publications

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“…Architectural design teams play a significant role in the inception, planning and design, and the construction phase, of a development project, within the complexity of the construction industry. The purpose of an architectural practice is delivering shelter, functional for human habitation, creating a representative enclosure that illustrates certain values such as culture, belief and function, and providing investment purposes to the building [64]. Architectural design team is one of the members of design team and design teams often with each other repeatedly-frequently with the same individuals-improving their ability to be effective and efficient.…”

Section: Architectural Design Teamsmentioning

confidence: 99%

“…Depending on the national cultures of teams, organizational cultures can be similar or different. Lai et al [64] revealed the status of organizational culture in the architectural design teams in Malaysia that operate slightly different in term of the status of organizational culture, despite similarities to Western and developed countries. In Scotland, organization culture of an architectural design team described as informal and decentralized; the members free to give suggestions, the organizations are willing to tackle risk and uncertainties and members allowed to plan and manage their tasks independently [28].…”

Section: Architectural Design Teamsmentioning

confidence: 99%

“…Turkish Architectural design teams portrayed individualism, assertiveness and freedom as key constituents of their organizational culture. High degrees of freedom and tolerance to risk are the cultural aspects of the most in demand among Turkish architects [64,66].…”

Section: Architectural Design Teamsmentioning

confidence: 99%

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Negative Leadership in Architectural Design Offices

Kasapoğlu¹

2019

Dark Sides of Organizational Behavior and Leadership

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Building projects performed by a design team, which include the architectural, structural, and building services teams. The success of the project depends on the performance of each team. When a large number of people are working on a project, a high level of successful teamwork is required. As in all teams, an architectural design team needs a leader and, in this case, the owner of the office is the formal leader of the design team. Generally, architects are leaders of both the architectural design team and the design team. As the leader of both groups, the relationship between the leader architect and the groups directly related to the project's success. If the personal objectives of every team member united with the team objectives, members will be more eager to achieve the team objectives. The behaviors of the lead architect are important factors in the performance of the design team in a construction project. The purpose of this study is emphasizing the importance of leadership in architectural design teams. The chapter will mainly focus on the effects of negative leadership on architectural design offices and on how leadership behaviors affect the performance of the design team.

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Section: Architectural Design Teamsmentioning

confidence: 99%

Section: Architectural Design Teamsmentioning

confidence: 99%

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Negative Leadership in Architectural Design Offices

Kasapoğlu¹

2019

Dark Sides of Organizational Behavior and Leadership

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“…These issues and sector-specific Turkish AEC challenges resonate with Isikdag et al, (2009) who identified the need to investigate the strategic importance of technology, especially the training needed to operationalise and deliver successful transformational strategies. However, at this juncture it is important to also recognise the impact of leadership in this transformation, especially its link to innovation (Lai, et al, 2016), culture and corresponding interplay with organisational performance (Giritli et al, 2013). Culture is openly acknowledged as one of the main issues which can impede or stifle organisation success -where Albayrak and Albayrak, (2013) proffered that "… firms should keep pace with changes in the external environment as well as they should have cultural characteristics that are compatible with internal environment.…”

Section: Aec Challenges In Turkeymentioning

confidence: 99%

Securing the embeddedness of psychosocial diffusion indicators into the Turkish construction industry

Goulding

Ezcan

Sutrisna

2018

JFMPC

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Securing the embeddedness of psychosocial diffusion indicators into the Turkish construction industry: silence is no longer golden Purpose To investigate employee stakeholder engagement on business performance. A psychosocial approach was used to evaluate employees' perception and role engagement on organisational performance, cognisant of: strategy development; leadership; fiscal acuity; employees' skills, empowerment; supply chain relationships; external stakeholders and wider societal beneficiaries. Design/methodology/approach This research is context-bound to the Turkish Construction Industry. Findings generated from literature established a set of evidenced-based priorities for further investigation. A case study approach was conducted with three large Architecture, Engineering and Construction (AEC) organisations to define psychosocial diffusion indicators and priorities for future uptake. Findings Initial findings on psychosocial diffusion indicators and their impact on business performance are presented through a psychosocial diffusion model. Three interconnected facets are proffered for future uptake: Capability (Responsiveness); Capability (Flexibility); and Capability (Competence). Research limitations/implications Findings are exclusively bound to the sample frame in question. No attempt has been made to undertake detailed cross-analysis/correlation to support internal/external consistency, validity or reliability. Practical implications Organisations are able to reflect on their core business strategy to appreciate how psychosocial diffusion can be operationalised. Social implications This work impinges on social factors embedded within (and across) organisational boundaries, including the AEC supply chain. It also relates to employer/employee relationships, psychological functioning and employee well-being. Originality/value Originality rests with the identification of construction-related psychosocial indicators. It contributes to the wider body of knowledge on embedding psychosocial indicators into organisational systems and processes, adding further insight into systems thinking and business transformation.

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“…Sustainability 2020, 12, 1522 2 of 23it is necessary to deepen the knowledge of cultural aspects, which results in the possibility to generate practical guidelines for shaping organisational culture in a culturally different environment. On the maps of Europe and the world there exist places insufficiently described in terms of culture, although entrepreneurs establish branches of their companies there [3][4][5][6][7]. Such a place is Ukraine.…”

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confidence: 99%

Relations between National and Organisational Culture—Case Study

Szydło

Grześ-Bukłaho

2020

Sustainability

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Management science focuses on organisational culture. This reflection also applies to the broadly understood cultural context, as organisations operate in specific places and at specific times. As entrepreneurs enter foreign markets, there is a need to deepen their knowledge of cultural aspects, which results in the possibility to generate practical guidelines for shaping organisational culture in a different cultural environment. The article assumes that out of four elements conditioning organisational culture-type of environment, type of organisation, features of organisation and features of participants-two of them, type of environment and features of its participants, are the basic ways to organisational culture, by means of which the organisational culture is permeated by artefacts, values and basic assumptions, characteristic of national cultures. This permeation is exemplified by organisations from the same industry, having the same top management but functioning in different cultural environments. The study was conducted with the use of the multiple, exploratory and explanatory case study method. It consisted of three stages: The first stage included literature analyses (analyses of secondary data and legacy data), which aimed to determine the features of two cultures-Polish and Ukrainian. At the second stage, the authors conducted pilot studies among the representatives of the Polish and Ukrainian national culture. At the third stage, the organisational cultures of companies operating in the environment of the Polish and Ukrainian culture were surveyed. The research sample included 590 people. The authors based their studies on the Milton Rokeach Values Scale and an author's tool, in which Hofstede's concept of cultural dimensions. The statistical analysis involved the nonparametric Mann-Whitney U test. Sustainability 2020, 12, 1522 2 of 23it is necessary to deepen the knowledge of cultural aspects, which results in the possibility to generate practical guidelines for shaping organisational culture in a culturally different environment. On the maps of Europe and the world there exist places insufficiently described in terms of culture, although entrepreneurs establish branches of their companies there [3][4][5][6][7]. Such a place is Ukraine. Theoretical analyses and research relating to the national culture of this country are relatively poor. At the same time, they seem to be important due to the close geographical location of Ukraine in relation to Poland, which is conducive to conducting business activity by native companies. Nevertheless, this activity entails specific problems, as managing companies that operate in culturally different conditions not only require orientation on the language or customs of other communities, but also more subtle skills, based on tolerance, openness and acceptance [8,9]. G. Hofstede's position, according to whom intercultural communication can be learned and that the basis of such a learning process is primarily the realisation that each person is "mentally programmed...

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Organizational culture of the architectural firm: a case in a developing country

Cited by 15 publications

References 81 publications

Negative Leadership in Architectural Design Offices

Negative Leadership in Architectural Design Offices

Securing the embeddedness of psychosocial diffusion indicators into the Turkish construction industry

Relations between National and Organisational Culture—Case Study

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