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Bryde, D J (2008) Is construction different? A comparison of perceptions of project management performance and practices by business sector and project type. Construction Management and Economics, 26(03), 315–27.
Chang, C-H, Lin, Y-C and Tserng, H P (2008) Distilling and managing engineers' experience in construction projects using a pattern approach. Construction Management and Economics, 26(03), 209–23.
Chen, C (2008) Entry mode selection for international construction markets: the influence of host country related factors. Construction Management and Economics, 26(03), 303–14.
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Ekanayake, E, Shen, G and Kumaraswamy, M M (2019) Mapping the knowledge domains of value management: a bibliometric approach. Engineering, Construction and Architectural Management, 26(03), 499–514.
Galbraith, G H, McLean, R C and Guo, J S (1998) Moisture permeability data presented as a mathematical relationship. Building Research & Information, 26(03), 157–68.
Gan, X, Chang, R, Langston, C and Wen, T (2019) Exploring the interactions among factors impeding the diffusion of prefabricated building technologies. Engineering, Construction and Architectural Management, 26(03), 535–53.
Hasan, A and Jha, K N (2019) Client and contractor roles in schedule incentive/disincentive projects. Engineering, Construction and Architectural Management, 26(03), 386–407.
Juan, Y, Lin, I and Tsai, J (2019) A hybrid approach to optimize initial design strategies for pre-sale housing projects. Engineering, Construction and Architectural Management, 26(03), 515–34.
Matar, M M, Georgy, M E and Ibrahim, M E (2008) Sustainable construction management: introduction of the operational context space (OCS). Construction Management and Economics, 26(03), 261–75.
Newaz, M T, Davis, P R, Jefferies, M and Pillay, M (2019) Validation of an agent-specific safety climate model for construction. Engineering, Construction and Architectural Management, 26(03), 462–78.
Ng, S T and Tang, Z (2008) Delineating the predominant criteria for subcontractor appraisal and their latent relationships. Construction Management and Economics, 26(03), 249–59.
Ning, Y, Feng, M, Feng, J and Liu, X (2019) Understanding clients’ experience of trust and distrust in dwelling fit-out projects. Engineering, Construction and Architectural Management, 26(03), 444–61.
Shen, Q and Spedding, A (1998) Priority setting in planned maintenance: practical issues in using the multi-attribute approach. Building Research & Information, 26(03), 169–80.
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Wanigarathna, N, Sherratt, F, Price, A and Austin, S (2019) Design re-use: critical application of healthcare building design evidence. Engineering, Construction and Architectural Management, 26(03), 350–66.
Wu, G, Zhao, X, Zuo, J and Zillante, G (2019) Effects of team diversity on project performance in construction projects. Engineering, Construction and Architectural Management, 26(03), 408–23.
Yeung, J F Y, Chan, A P C and Chan, D W M (2008) Establishing quantitative indicators for measuring the partnering performance of construction projects in Hong Kong. Construction Management and Economics, 26(03), 277–301.
Yong, K T and Low, P S (2008) Organizational culture and TQM implementation in construction firms in Singapore. Construction Management and Economics, 26(03).
- Type: Journal Article
- Keywords: competing values framework; contractor; organizational culture; total quality management
- ISBN/ISSN: 0144-6193
- URL: https://doi.org/10.1080/01446190701874397
- Abstract:
The adoption and implementation of total quality management (TQM) are related to a company’s culture. The relationship between cultural orientation and the implementation of TQM practices among certified Singapore contractors is investigated from an organizational culture perspective. The competing values framework was used to assess organizational culture and eight TQM elements were identified to gauge the implementation of TQM practices among contractors. A survey questionnaire was administered. Four organizational culture types have been identified from the survey findings. These are strong comprehensive, clan-driven, hierarchy-driven and weak comprehensive culture. Firms with strong comprehensive culture implement highly the TQM elements of top management leadership, people, process, customer and supplier management. Firms with clan-driven culture implement highly the element of process management while firms with hierarchy-driven and weak comprehensive culture implement lowly to moderately all elements. A culture-based TQM implementation strategy is proposed.
Zhang, L, Fenn, P and Fu, Y (2019) To insist or to concede? Contractors’ behavioural strategies when handling disputed claims. Engineering, Construction and Architectural Management, 26(03), 424–43.
Zhang, R, Xing, J, Ye, K, Lu, W and Shan, Y (2019) Synchronicity of global construction cost indexes. Engineering, Construction and Architectural Management, 26(03), 367–85.
Zhao, Z Y and Shen, L Y (2008) Are Chinese contractors competitive in international markets?. Construction Management and Economics, 26(03), 225–36.
Zhou, Y, Yang, Y and Yang, J (2019) Barriers to BIM implementation strategies in China. Engineering, Construction and Architectural Management, 26(03), 554–74.