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Understanding Organisational Culture in the Construction Industry (Spon Research)

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Description

Since the early 1980s, researchers and practitioners in the organisational and management fields have presumed a link between organisational, or corporate, culture and organisational performance. While many consider this exists, other authors have been critical of the validity of such studies. A part of this doubt stems from a reliance on measures of organisational performance that are based purely on financial measures of business growth.

Using the construction industry as the subject of his research, Vaughan Coffey traces the development of the literature on organisational culture and business effectiveness and investigates the culture-performance link the use of a new and highly objective measure of company performance and an evaluation of organisational culture, which is in large part behaviourally-based. Providing a theoretical contribution to the field, this work shows that quite a lot of cultural traits seem to be closely linked to objectively measured organisational effectiveness.

This book will be valuable to professionals and researchers in the fields of management and public policy. It indicates directions for construction companies to develop and change, and in doing so reinforce their chances of remaining strong when opportunities for work might deplete and only the most successful companies will have the ability to live to tell the tale.


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