Kiziltas, S; Dikmen, I and Birgonul, M T (2003) Organizational effectiveness in construction: A conceptual framework. In: Greenwood, D J (ed.) Proceedings of 19th Annual ARCOM Conference, 3-5 September 2003, Brighton, UK.
Abstract
Organizational effectiveness is a difficult concept to define and measure especially in the construction industry due to its project-based nature. The different schools of thoughts and corresponding models proposed in the literature approach organizational effectiveness from different starting points and do not cover all perspectives valid for the construction industry. Within the context of this paper, an attempt has been made to explore the current state of knowledge on organizational effectiveness and applicability of proposed models, mainly based on goals, systems, competing values and contradiction schools, in the construction industry. A conceptual framework has been defined to measure organizational effectiveness from multiple perspectives based on the idea that organizations that utilise the right strategies, structure, management style, culture and resources most appropriate for the organization to be able to reach their long term objectives according to the influencing groups within the business environment and environmental forces are effective organizations. There are three parts of the model: organization and its subsystems (strategies, structure, culture and resources), business environment (other parties such as subcontractors, partners etc.) and macro environment (political and economic forces stemming from the country factors). How organizational factors are utilised during the construction process, relations with the influencing groups support construction value chain and a company adapts to changes in the macro environment have been questioned to measure the level of effectiveness. A questionnaire has been designed to collect data on means and ends of organizational effectiveness as defined within the conceptual framework. The validity of the parameters has been examined statistically by empirical data obtained from the survey answered by 116 Turkish contractors. Major determinants of organizational effectiveness are found to be the ability to benefit from market opportunities, experience of the company, level of partnering, culture, organizational learning ability, technical capability, financial resources and flexibility
| Item Type: | Conference Paper (Paper) |
|---|---|
| Uncontrolled Keywords: | organizational effectiveness; performance; quantitative analysis |
| Index terms: | organizational factor, partnering, value chain, organizational learning, management style, validity, survey, organizational effectiveness, strategy, effectiveness, questionnaire, construction process, subcontractor, determinant, construction industry, quantitative analysis, conceptual framework |
| Subjects: | data analysis and analytics, practitioner, business, data collection methods, evaluation and assessment methods, risk assessment, industry analysis, building construction, partnership management, professional development, value chain strategy, performance management, theoretical framing, management |
| Topics: | Information Management, Research Practice, Business Strategy, Roles and Professions, Stakeholder Management, Risk Management, Supply Chain Management, Human Resources, Quality Management, Organizational Design, Site Management |
| Descriptive scope: | 5 PCTEA |
N.B. Descriptive scope is a count of how many of the five facets of empirical research are indicated by the words used in title, abstract and keywords. It is not intended as a judgement on the research; merely a count of the kind of word we would expect to indicate Phenomenon, Concepts, Theoretical framing, Empirical techniques, Analytical techniques. If all five are present, then a code of “5 PCTEA” will indicate this. If you feel the coding for this record is questionable, we welcome discussion around the terms we matched or the way we categorized them. The facet you would expect may not be coded, or a facet may be coded inappropriately. This can also bear on a larger question, of which facets should be treated as defining in construction management research. Please get in touch, and we will look at it. More details here