Kusuma, I C (2016) The evolution of culture-climate interplay in temporary multi-organisations: the case of construction alliancing projects. PhD thesis, University College London, UK.
Abstract
Organisational culture has been a long-standing debate in management research. However, in the field of construction project management, it is relatively under-explored. This is mainly due to the different organisational context of Temporary Multi-Organisations (TMOs). This research re-explores the notion of organisational culture in construction projects. Based on Darwin's theory of evolution this research goes back to the very beginning; illustrating the exact meaning and dynamics of organisational culture in a construction TMO's ecosystem. This research view an organisation and its forming of culture(s) as part of an evolutionary process. Thus, a critical realist view of causation is used as the foundation of the research design and methodology. Case study materials are provided from three Alliancing TMOs belonging to two major infrastructure clients in the UK. A designer culture model and the institutional theory are drawn upon to complement the basis of analysis for evolution. A qualitative research method is employed through semi-structured interviews and pre- and post-interview meetings. Other supporting documentations are also consulted. Three propositions and a postulate are generated and examined against the empirical data. Findings suggest that (i) the TMOs' culture evolves through a set of recursive stages across the project lifecycle, (ii) the culture of the TMO undergoes several lifecycles during one lifespan of the project, and (iii) there are some evidence that culture at TMO level is learned, rationalised and routinised at corporate level. The postulate shows that it is plausible to predict the trajectory of how a TMO's culture will evolve across the project lifecycle given a set of organisational features. In practice, findings suggest that hard artifacts alone are not able to sustain established culture throughout the project lifecycle. Awareness is needed to press the refresh button at times to maintain the desired culture and manage the evolution path.
| Item Type: | Thesis (Doctoral) |
|---|---|
| Uncontrolled Keywords: | alliancing; case study; documentation; infrastructure; interview; organisational culture; project management; qualitative research |
| Index terms: | designer, research design, project lifecycle, temporary multi-organization, case study, institutional theory, alliancing, project management, construction project management, lifecycle, dynamics, documentation, artifact, qualitative research method, meaning, management research, lifespan, interview, organizational culture, evidence, construction project, evolution, qualitative research, methodology |
| Subjects: | production management, research methods, project completion, evaluation and assessment methods, contractual arrangements, environmental science, professional development, project management theory and practice, systems engineering, sociology, business, research design and methodology, data collection methods, profession, project delivery, material degradation and durability |
| Topics: | Procurement, Sustainability, Project Management, Engineering Principles, Roles and Professions, Business Strategy, Research Practice, Information Management, Construction Materials, Organizational Design |
| 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