Organizational Culture Approach and Effects on Turkish Construction Sector

Albayrak, Gülçağ; Albayrak, Uğur

doi:10.1016/j.apcbee.2014.01.045

Cited by 19 publications

(7 citation statements)

References 4 publications

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“…1 al., in 2011). Consequently, if organizations has a good analysis on and can adapt to their country's culture, their competitiveness will increase 22) .…”

Section: Organizational Culturementioning

confidence: 99%

Conceptual Framework of Development of Quality Culture in Indonesian Construction Company

Andhika¹,

Latief²

2020

Evergreen

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The Quality Management System (QMS) implementation by Big-Grade construction companies in Indonesia is still considered not optimum. This is evidenced by a large number of construction failures on large-scale projects. Whereas the Indonesian government has required all Big-Grade contractors to have ISO-9001 certification. Previous studies stated that the implementation of QMS in an organization must pay attention to the organization's culture. The purpose of this research is to formulate a Conceptual Framework that can identify the processes needed for the development of Quality Culture within a construction company by referring to the existing cultures and the required QMS standards.

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“…1 al., in 2011). Consequently, if organizations has a good analysis on and can adapt to their country's culture, their competitiveness will increase 22) .…”

Section: Organizational Culturementioning

confidence: 99%

Conceptual Framework of Development of Quality Culture in Indonesian Construction Company

Andhika¹,

Latief²

2020

Evergreen

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“…In this period, the Turkish Republic has seen three military coups: 1960, 1971 and 1980. This highly influential military tradition of Turkish political history also came to affect the characteristics of Turkish companies and as a result hierarchy became a powerful element in the organizational culture of Turkish companies (Acar, 2012;Albayrak & Albayrak, 2014;Matej, Marko, Škerlavaj, Aydinlik, & Polat, 2012;Nisanci, 2012;Trompenaars & Hampden-Turner, 1999). Hierarchical organizational structure affects the relationship between superiors and subordinates.…”

Section: Organizational Culture In Turkish Companiesmentioning

confidence: 99%

A Cross-cultural Analysis of Management Approaches in Comparison to Turkish and Swiss Companies

2019

International Journal of Organizational Leadership

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This research investigates management approaches though a cross-cultural analysis of both Turkish and Swiss companies. A qualitative and exploratory research method was employed. Organizational culture, leadership and motivation have been investigated separately in the research. This approach provided a better understanding for highlighting different parts of both subjects and showed how they were related to each other. While the human oriented leadership types and management approach are beginning to gain popularity in Turkish companies, democratic and participatory types of leadership are more common in Swiss companies. Likewise, McClelland's need of achievement and Maslow's need of esteem are the most popular motivational preferences in Turkish companies. On the other hand, Swiss managers prefer McClelland's human motivation theory in praxis. In addition, the findings of the research indicate that managerial awareness about different nationalities should be increased in both Turkish and Swiss companies. Managers who have high cultural intelligence should be employed and cultural sensitivity should be embedded into corporate culture of the companies. The findings of this research do not present different management systems or develop scientific road maps for dealing with various cultures, however, it emphasizes the importance of showing managerial awareness about different nationalities in the work environment.

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“…Through the examination of 134 medium and large-scale Turkish construction companies, Albayrak and Albayrak (2014) found that a positive impact to the organisational culture happened through a keeping cultural pace with the external environment, and managing expectations within the internal environment, aligning characteristics. Performance should not only be assessed by measurable benefits, but also by the sustaining performance improvements of contractors and their ability to address the consequences of risk (Law and Chuah, 2004).…”

Section: The Organisational Environmentmentioning

confidence: 99%

'Show me the compassion!' Changing the organisational mind within construction industry

Barrett

Khalfan

2018

IJHD

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The construction industry is highly adversarial, with multiple parties each with their own agenda and needs drowning in the sea of uncertainty. This paper, through an extended literature review, introduced a theoretical model of how the organisational mind can influence organisational culture, with implications for all aspects of the construction industry. Finding new and innovative ways of building is going to take the shared experience of all the minds within the 'organisation'. The outcomes of the research show that certain mental attributes are trained as a result of practicing self-compassion, compassion, empathy, perspective and mindfulness. Those practices for example and others potentially enable the culture within the organisation to flow through imitative learning, having a positive effect on stakeholders who interact.Reference to this paper should be made as follows: Barrett, D. and Khalfan, M.M.A. (2018) ''Show me the compassion!' Changing the organisational mind within construction industry', Int. . He has several years of experience working, mostly in residential sector, as both construction manager and project manager within the Australian construction industry. 'Show me the compassion!'41 Malik M.A. Khalfan has more than 19 years of research, teaching, consultancy and construction industry experience by working in the UK, Hong Kong, Pakistan, Australia, Singapore, Vietnam, Malaysia and the UAE. He has published more than 150 papers in refereed journals and conference proceedings.

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Organizational Culture Approach and Effects on Turkish Construction Sector

Cited by 19 publications

References 4 publications

Conceptual Framework of Development of Quality Culture in Indonesian Construction Company

Conceptual Framework of Development of Quality Culture in Indonesian Construction Company

A Cross-cultural Analysis of Management Approaches in Comparison to Turkish and Swiss Companies

'Show me the compassion!' Changing the organisational mind within construction industry

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