Organisational culture of Chinese construction organisations in Kuwait

Martin Jaeger, Gang Yu, Desmond Adair

Research output: Contribution to journalArticle

2 Citations (Scopus)

Abstract

Purpose - The purpose of this paper is to identify evidence for, first, the existence and nature of organisational culture of Chinese construction organisations in Kuwait, second, the differences and similarities when comparing with construction organisations in China and, third, the differences and similarities when comparing with construction organisations within the countries of the Gulf Cooperation Council (GCC). Design/methodology/approach - Data were collected through researcher administered survey instruments from 33 Chinese construction project managers in Kuwait, then were analysed by using the Organisational Culture Assessment Instrument and empirical statistics. Findings - The Hierarchy culture was found to be dominant. It matches the predominant organisational culture among construction organisations in China, but is different from the blend of Hierarchy and Group culture of construction organisations in the GCC. Originality/value - Chinese construction organisations in Kuwait were found to foster an organisational culture that is close to Chinese construction organisations in China regarding Hierarchy, Market and Adhocracy culture, but closer to the GCC construction organisations regarding the Group culture. Practitioners need to be aware of the differences and similarities identified in order to manage cultural diversity effectively.

Original languageEnglish
Pages (from-to)1051-1066
Number of pages16
JournalEngineering, Construction and Architectural Management
Volume24
Issue number6
DOIs
Publication statusPublished - Jan 1 2017

Keywords

  • China
  • Construction organization
  • Gulf Cooperation Council
  • Kuwait
  • OCAI
  • Organizational culture

ASJC Scopus subject areas

  • Civil and Structural Engineering
  • Architecture
  • Building and Construction
  • Business, Management and Accounting(all)

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