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Ahadzi, M and Bowles, G (2004) Public-private partnerships and contract negotiations: an empirical study. Construction Management and Economics, 22(09), 967-78.

Chandra, V and Loosemore, M (2004) Women's self-perception: an inter-sector comparison of construction, legal and nursing professionals. Construction Management and Economics, 22(09), 947-56.

Cheung, S O, Tam, C M, Tam, V, Cheung, K and Suen, H (2004) A web-based performance assessment system for environmental protection: WePass. Construction Management and Economics, 22(09), 927-35.

Fagbenle, O I, Adeyemi, A Y and Adesanya, D A (2004) The impact of non-financial incentives on bricklayers' productivity in Nigeria. Construction Management and Economics, 22(09), 899-911.

Lingard, H and Francis, V (2004) The work-life experiences of office and site-based employees in the Australian construction industry. Construction Management and Economics, 22(09), 991-1002.

McCloughan, P (2004) Construction sector concentration: evidence from Britain. Construction Management and Economics, 22(09), 979-90.

Phua, F T T and Rowlinson, S (2004) Operationalizing culture in construction management research: a social identity perspective in the Hong Kong context. Construction Management and Economics, 22(09), 913-25.

  • Type: Journal Article
  • Keywords: Culture; social identity theory; individualism-collectivism; co-operation; Hong Kong
  • ISBN/ISSN: 0144-6193
  • URL: https://doi.org/10.1080/01446190310001631000
  • Abstract:

    A prevailing trend of opinion in construction management research revolves around the importance of instilling a positive partnering culture in order to improve overall project performance. Indeed, the culture part of the equation has often been taken as a given and this has led to many normative and, at best, prescriptive claims about culture’s consequences in terms of individual behaviours and practices. Despite this trend, no systematic empirical work has so far been undertaken to objectively operationalize or test the real effects of culture. This study aims to fill this research gap. Grounded in the social identity framework, this study proposes an alternative approach for operationalizing and examining culture’s effects using data derived from 398 local and foreign senior managers from construction firms in Hong Kong. Results suggest that the relationships between culture and individual behaviours are far more complex than alluded to by simple normative generalizations. The study underscores an urgent need for future research to adopt a more comprehensive framework for defining and measuring culture in construction management research.

Styhre, A, Josephson, P-E and Knauseder, I (2004) Learning capabilities in organizational networks: case studies of six construction projects. Construction Management and Economics, 22(09), 957-66.

Tang, S L, Ying, K C, Chan, W Y and Chan, Y L (2004) Impact of social safety investments on social costs of construction accidents. Construction Management and Economics, 22(09), 937-46.