The vast economic growth in China in the past decade has brought forth opportunities for the development of its construction industry. However, the construction industry in China has been criticised for poor performance and low effectiveness in terms of quality and profitability in the face of challenges and uncertainties resulting from the fast changing economic environment. Given that organisational culture plays a significant role in work performance and effectiveness, the apparently low effectiveness of the construction industry may be related to the culture of the contractors' organisations. The culture–effectiveness (C‐E) relationship has received increased attention in organisational research and the aim of the study is to develop a culture–effectiveness model of the contractors' motivated behaviour towards performance. Results of cluster analysis of the culture profiles of Chinese construction enterprises show that hierarchy and clan cultures are dominant and that culture profiles of Chinese contractors may vary in different geographical regions.
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