دانلود رایگان مقاله تاثیر فرهنگ سازمانی بر تاخیر در ساخت و ساز

عنوان فارسی
تاثیر فرهنگ سازمانی بر تاخیر در ساخت و ساز
عنوان انگلیسی
Effect of organizational culture on delay in construction
صفحات مقاله فارسی
0
صفحات مقاله انگلیسی
12
سال انتشار
2017
نشریه
الزویر - Elsevier
فرمت مقاله انگلیسی
PDF
کد محصول
E4773
رشته های مرتبط با این مقاله
عمران و مدیریت
مجله
مجله بین المللی مدیریت پروژه - International Journal of Project Management
دانشگاه
دانشکده معماری، معماری و محیط زیست، موسسه فناوری ایلینوی، شیکاگو، امریکا
کلمات کلیدی
فرهنگ سازماني؛ تاخیر انداختن؛ برنامه ریزی
چکیده

Abstract


Delay is one of the most common problems in the construction industry. This study aims to explore the relationship between a construction company's organizational culture and delay. A questionnaire survey was administered to construction companies located in the U.S. and India in order to collect data on their organizational culture and the amount of delay that they experienced in their projects. The results of this study show that construction organizations in the U.S. are dominated by “clan” culture whereas those in India are dominated by “market” culture. The study also shows that the percentage of delay relative to project duration is lower in the U.S. compared to India. Despite the fact that delays are caused by a multitude of reasons often mentioned in the literature, statistical analysis indicates that there is also a significant relationship between organizational culture and the magnitude of delays. This relationship could be useful for a construction company in cultivating an organizational culture that is expected to reduce project delay. It could also be of benefit to international contractors relative to their expectations vis-à-vis time performance in projects undertaken in different countries. © 2016 Elsevier Ltd, APM and IPMA. All rights reserved.

نتیجه گیری

5. Conclusion


The relationship between organizational culture and delay in construction was explored in this study by administering a survey to construction companies in the U.S. and India. The hypothesized difference in the organizational culture of construction companies in the U.S. and India was verified, as findings of the survey indicate that “clan” culture is the dominant organizational culture in American construction companies and that “market” culture is the dominant organizational culture in Indian construction companies. In addition, Mann Whitney U test results revealed that there is a statistically significant difference between the organizational cultures of American and Indian construction companies.


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