Project Culture in the Chinese Construction Industry: Perceptions of Contractors

Zou, Jian; Zillante, George; Coffey, Vaughan

doi:10.5130/ajceb.v9i2.3018

Cited by 21 publications

(10 citation statements)

References 48 publications

(43 reference statements)

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“…The findings note that the three predictors (i.e., goal alignment and reliance (C1), contractor commitment (C2), and worker orientation (C5)) positively associate with both the project performance of participant satisfaction and overall outcome, which may specify that the higher the level of these predictors of projects, the higher the level of participant satisfaction and overall performance is. These findings do not support those of Zuo et al [37], who find that a cooperative culture correlates with overall project performance. It may be that a cooperative culture is an efficient dynamic for the partnership approach, which is the focus in their study.…”

Section: The Impact Of Project Organizational Culture On Project Perfcontrasting

confidence: 57%

“…This design helps reduce conflicts, enhance communication and coordination, and increase the ease with which project objectives are achieved. Zuo et al [37] adapt existing organizational dimensions to propose five dimensions for a project culture model: integrative, cooperative, goal-oriented, flexible, and people-oriented. Their model focuses on relationships in contract procurement in the Chinese construction industry, and the findings indicate that there are medium-to-large positive correlations between all five dimensions of project culture and all indicators of project performance, namely, satisfaction with project success, commercial success, future business opportunities, and satisfaction with relationships with other parties.…”

Section: Introductionmentioning

confidence: 99%

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The Impact of Project Organizational Culture on the Performance of Construction Projects

Hai

Watanabe

2017

Sustainability

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Abstract:Cultural influence has recently received significant attention from academics due to its vital role in the success or failure of a project. In the construction industry, several empirical investigations have examined the influence of culture on project management. The aim of this study is to determine the impact of project organizational culture on the performance of construction projects. A total of 199 completed construction projects in Vietnam with specific data gathering through questionnaires were analyzed. The findings reveal that contractor commitment to contract agreements is the most significant cultural factor affecting project performance. Goal alignment and reliance, contractor commitment, and worker orientation (i.e., commitment to workers) contribute to improved overall performance and participant satisfaction. Contractor commitment and cooperative orientation enhance labor productivity, whereas goal alignment and trust and contractor commitment ensure learning performance (i.e., learning from experience). The findings of this study may assist construction professionals in implementing practices that can contribute to the sustainability and success of construction projects.

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Section: The Impact Of Project Organizational Culture On Project Perfcontrasting

confidence: 57%

Section: Introductionmentioning

confidence: 99%

The Impact of Project Organizational Culture on the Performance of Construction Projects

Hai

Watanabe

2017

Sustainability

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“…They find consultants are oriented to clan culture, while contractors follow a market-oriented culture. Zou et al (2012) and Coffey and Willar (2010) both demonstrate strong significant relationships between the level of project success and the level of project organizational culture. Finally, Gajendran et al (2012) developed a theoretical framework to study project organizations.…”

Section: Literature Surveymentioning

confidence: 95%

Identifying the key process factors affecting project performance

Lindhard

Larsen

2016

ECAM

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Purpose A construction project traditionally involves a variety of participants. Owners, consultants, and contractors all have diverse opinions and interests, but they all seek to ensure project success. Success is habitually measured as performance output regarding cost, time, and quality. Despite previous research mapping the success and failure factors, construction managers seem to have difficulty in attaining success. To provide clearer guidance on how to fulfill success criteria, the purpose of this paper is to identify the underlying factors that affect performance and thus project success in construction processes. Design/methodology/approach A questionnaire survey based on a literature review provided 25 key process factors divided into five key categories. Based on the responses from commonly involved construction parties, the factors were ranked and tested for significant differences between the parties. Findings The top five most important process factors were found to relate to the sharing of knowledge and communication. Moreover, testing the ranking for significant differences between owners, consultants, and contractors revealed five differences. The differences related to the interpretation and importance of trust, shared objectives, project coordination, and alternative forms of coordination. Originality/value All respondents identify improved knowledge sharing and communication as the key to improved cost, time, and quality performance and are therefore the areas where construction managers need to focus their resources. Thus, improved experience sharing and communication will increase the likelihood of project success, through improving competences, commitment, and coordination.

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“…In the Chinese quality management model, quality must be supervised by the internal organizations of private companies (Shang and Pheng 2014;Zou et al 2009). For example, design companies also manage the design process to avoid quality failures caused by design mistakes.…”

Section: Organizationmentioning

confidence: 99%

Unravelling Causes of Quality Failures in Building Energy Renovation Projects of Northern China: Quality Management Perspective

Qian

Meijer

et al. 2021

J. Manage. Eng.

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To be successful, energy renovation construction programs in northern China require both proper understanding of the causes of quality failures and effective strategies for renovating existing residential buildings for energy savings. However, surprisingly, although in recent years more attention has been focused on studying quality failures and reducing their causes, such failures still frequently occur in building energy renovation projects. In practice, the causes are not isolated, but rather, stem from complex correlations that impede high-quality performance. Due to their neglect of the causal relationships among these factors in quality failures, project coordinators have been unsuccessful in managing the quality of construction projects. Considering a network of different causes, this work reports on efforts to identify and manage the causes of quality failures in construction processes. A new understanding of the nature of these causes was achieved by considering four sources of data: literature review, opinions of experts, interpretive structural modeling (ISM), and focus groups. Our analysis shows that not only do many causes directly influence construction quality in building energy renovation projects, but also these causes interact with each other. It is noteworthy that external causes remain associated with all internal causes. Drivers of these causes are lack of experienced project managers, unauthorized changes in design documents, incomplete building information in projects, and poor onsite coordination; eliminating them enables solutions to a number of other internal causes. Finally, solutions are proposed to improve the current situation. These solutions fall into the categories of people, materials and equipment, design, and organization, based on the quality management process. The findings of this work provide valuable information for helping both policy makers and practitioners adopt effective policies and measures to manage the construction quality of building energy renovation projects.

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Project Culture in the Chinese Construction Industry: Perceptions of Contractors

Cited by 21 publications

References 48 publications

The Impact of Project Organizational Culture on the Performance of Construction Projects

The Impact of Project Organizational Culture on the Performance of Construction Projects

Identifying the key process factors affecting project performance

Unravelling Causes of Quality Failures in Building Energy Renovation Projects of Northern China: Quality Management Perspective

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