Kissi, J; Payne, R; Luke, S; Dainty, A and Liu, A (2009) A study of the role of middle management in developing innovation climate in construction support services organisations. In: Dainty, A R J (ed.) Proceedings of 25th Annual ARCOM Conference, 7-9 September 2009, Nottingham, UK.
Abstract
Many organisations pursue innovation as a means of improving business performance and achieving competitive advantage in today's highly competitive business environment. A number of factors have been identified as influencing innovation in project-based construction organisations. Key among them are; organisational culture, team climate for innovation and leadership style. The nature of the relationship among these three important factors has been the subject of debate and conjecture. Whilst a number of studies have claimed relationships among them, the nature and causality is not clearly established. This situation is compounded by the fact that there are no universally accepted definitions of these constructs themselves. This paper reviews relevant literature on innovation, organisational culture, leadership style, team climate and project performance, with a particular focus on the role of key organisational actors with responsibility for developing a climate to facilitate innovation at the divisional or business unit level. The review reveals that efforts to establish a climate for innovation will be influenced by the organisational culture. Interestingly, it was also found that the role of middle managers in promoting innovation is under-researched. This review provides the basis for on-going research which aims to examine the important role of middle management in enabling relevant organisational changes to facilitate innovation within a leading construction support services organisation.
| Item Type: | Conference Paper (Paper) |
|---|---|
| Uncontrolled Keywords: | construction support services; innovation climate; leadership style; organisational culture; project performance |
| Index terms: | competitive advantage, organizational change, manager, construction organization, leadership style, project performance, business performance, competitive busines, organizational culture |
| Subjects: | organization, business, practitioner, business management, performance measurement, project management theory and practice, sociology, market analysis, leadership |
| Topics: | Project Management, Research Practice, Business Strategy, Roles and Professions, Quality Management, Organizational Design |
| Descriptive scope: | 3 PCT |
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