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Caldas, C H, Gibson, G E, Weerasooriya, R and Yohe, A M (2009) Identification of Effective Management Practices and Technologies for Lessons Learned Programs in the Construction Industry. Journal of Construction Engineering and Management, 135(06), 531–9.
Chen, P, Partington, D and Qiang, M (2009) Cross-Cultural Understanding of Construction Project Managers’ Conceptions of Their Work. Journal of Construction Engineering and Management, 135(06), 477–87.
- Type: Journal Article
- Keywords: Managers; Construction management; Construction industry; Foreign projects; China; United Kingdom;
- ISBN/ISSN: 0733-9364
- URL: https://doi.org/10.1061/(ASCE)CO.1943-7862.0000009
- Abstract:
In recent reforms of the Chinese construction industry, significant efforts have been made toward the introduction of Western project management theories and practices. However, little is known about the extent to which Western project management concepts have been supported by the Chinese culture. Because of certain differences between the two cultures, Chinese managers’ conceptions of their work are likely to be different from their Western counterparts. This paper reports an interpretive comparison of Chinese and U.K. construction project managers’ conceptions of their work. The findings reveal three of the most similar and five of the most different aspects between the two cultural sets of conceptions. The identified similarities reflect some key characteristics inherent in the construction project management profession. Two of the identified differences, namely Chinese emphasis on commercial awareness and U.K. emphasis on health and safety, arise from social structural differences in the two nations, whereas the other three differences, namely Chinese attention to relationships, Chinese concern for their company, and U.K. attention to project contract, are due to the cultural differences between the two nations.
Cheung, S O, Chow, P T and Yiu, T W (2009) Contingent Use of Negotiators’ Tactics in Construction Dispute Negotiation. Journal of Construction Engineering and Management, 135(06), 466–76.
Hallowell, M and Toole, T M (2009) Contemporary Design-Bid-Build Model. Journal of Construction Engineering and Management, 135(06), 540–9.
Ho, S P, Lin, Y, Chu, W and Wu, H (2009) Model for Organizational Governance Structure Choices in Construction Joint Ventures. Journal of Construction Engineering and Management, 135(06), 518–30.
Kale, S (2009) Fuzzy Intellectual Capital Index for Construction Firms. Journal of Construction Engineering and Management, 135(06), 508–17.
Lo, W and Yan, M (2009) Evaluating Qualification-Based Selection System: A Simulation Approach. Journal of Construction Engineering and Management, 135(06), 458–65.
Lu, M, Lau, S and Poon, C (2009) Simulation Approach to Evaluating Cost Efficiency of Selective Demolition Practices: Case of Hong Kong’s Kai Tak Airport Demolition. Journal of Construction Engineering and Management, 135(06), 448–57.
Marti, P, Trümpi, S and Heinzmann, D (2009) Hydraulic Joint for Pipe Jacking. Journal of Construction Engineering and Management, 135(06), 439–47.
Molenaar, K R, Park, J and Washington, S (2009) Framework for Measuring Corporate Safety Culture and Its Impact on Construction Safety Performance. Journal of Construction Engineering and Management, 135(06), 488–96.
Wong, P S, Cheung, S O and Fan, K L (2009) Examining the Relationship between Organizational Learning Styles and Project Performance. Journal of Construction Engineering and Management, 135(06), 497–507.
Zhang, X (2009) Win–Win Concession Period Determination Methodology. Journal of Construction Engineering and Management, 135(06), 550–8.