دانلود رایگان مقاله انگلیسی یک مدل مبتنی بر نظریه میدان برای شناسایی اثر ساختار سازمانی بر شکل گیری فرهنگ سازمانی - اشپرینگر 2017

Abstract

A carefully selected organizational structure paves the way for the success of a construction project by fostering a strong and enduring organizational culture. However, very little research has been conducted regarding the effect of organizational structure on the formation of organizational culture. This research employs the field theory to demonstrate organizational culture development and thereafter proposes a novel model for identifying the effect of organizational structure on the formation of organizational culture in a construction project. An empirical analysis based on the Chinese construction industry is performed to verify the proposed model. The primary contribution of this research is twofold. First, it presents a new perspective of examining organizational culture development from organizational structure by using the cultural field theory. Second, it reveals the important effect of organizational structure on the formation of organizational culture and offers project owners a new approach for identifying the effect which could also be a reference for further selecting an appropriate organizational structure.

8. Conclusions

The cultural field is a covert phenomenon in construction project organizations. The effect of organizational structure on the formation of organizational culture exists, varying from one cultural field to another. By examining organizational culture formation, the type of organizational structure that better matches the formation of organizational culture can be determined to achieve higher operating efficiency in construction project organizations. The formation of organizational culture in urban rail transit construction projects was modelled in this paper in light of the cultural field theory. Using a case study in China, the proposed model was demonstrated useful to explain why the matrix organizational structure gains much popularity in implementing urban rail transit construction projects in China. It is found that the cultural field theory can be employed to examine the structure of construction organizations. The model of organizational culture formation developed in this paper can be used as a reference to select and design a construction organizational structure. While the findings extend previous studies by offering a new perspective for debates, some limitations are appreciated. The model introducing the inverse square law to define the relationship between the cultural field intensity and distance deserves much more validation in further research. In addition, for simplicity, the individual differences among organization units that exist in practice but has not well considered. Moreover, only a specific type of large-scale construction project (i.e. urban rail transit construction project) was taken as a case study to validate the model in this paper and the parameter of construction project type was not reflected in the model. Therefore, future studies are recommended to refine the model parameters and improve the model with more case studies.