Organisational Culture in Construction: An Employee Perspective

Raufdeen Rameezdeen, Nishanthi Gunarathna


Abstract

A large number of stakeholders in construction projects makes the construction industry prone to disputes. The historical separation between design and construction add to this phenomenon by having a consultant for design and a contractor for construction. Communication breakdown, frequently, is the first sign of problems, notably in the relationship between the Contractor and the Consultant. Therefore, it appears that the split between design and construction has given rise to two separate cultures in the construction industry. This paper attempts to identify whether there is a difference in organisational culture between Consultants and Contractors taken as two groups and determine whether a specific attribute was related to the cultural differences between the two entities. Based on case studies it was found that consultants are biased towards Clan culture while contractors are biased towards Market culture. However, both groups show similar affinity to Adhocracy and Hierarchy cultures.

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