doi:10.3850/978-981-08-7920-4_S1-C23-cd
Profiles of Organisational Culture in Indonesian Construction Companies
Vaughan Coffey, Debby Willar and Bambang Trigunarsyah
School of Urban Development, Queensland University of Technology, Brisbane, Australia.
ABSTRACT
Although relatively few studies have been undertaken analyzing the drivers of performance for
construction companies in producing and delivering satisfactory quality of project works, findings
from previous research reveal that there is a significant correlation between the company’s
organisational culture and the quality performance of contractors. It has also been noted that
the nature of organisational culture is a major determinant factor for quality improvement. This
paper presents a summary of the results of a pilot study investigating the organisational culture
profiles of five Indonesian construction companies. The survey utilizes the Organisational
Culture Assessment Instrument (OCAI), which is based on the Competing Values Framework
(CVF). This instrument assesses six important and significant traits of organisational culture:
dominant characteristics, organisational leadership, management of employees, organisational
‘glue’, strategic emphasis, and criteria of success. These assessed cultural dimensions identify
the most close-fitting perspective of a company’s inherent culture drawn from four possible
types: clan, adhocracy, market, or hierarchy culture. Further discussion is presented, which
describes the companies’ dominant cultural profiles in terms of strength and congruence and
how an effective quality management system operates within the dominant culture type.
This analysis contributes to the finding that a suitably ‘strong’ organisational culture impacts
positively on construction organisation success within its own specific sector.
Keywords: Competing values framework, Organisational culture, Indonesian contractors.
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