The Organizational Culture of Gaza Strip Construction Companies

  • Othman A. Tayeh
  • Khalid El-Hallaq
  • Bassam A. Tayeh
Keywords: Construction Companies, Organizational Culture, Gaza Strip

Abstract

Organizational culture gives identity to an organization. Nowadays with the increasing of the internationalization of the construction industry, the organizational culture become more importance than any other times. The aim of this research is to investigate the organizational cultural profile of the Gaza Strip construction organizations, this aim was achieved by investigating the importance of the organizational culture, identifying the current organizational cultural type of the Gaza Strip construction organizations, and identifying the desired organizational cultural type of the Gaza Strip construction organizations. The study used a questionnaire that was administered by contracting companies classified at the Palestinian Contractors Union. Out of 134 questionnaires were distributed, only 74 questionnaires were received. The results of the organizational culture profile present that the dominant current and the desired organizational culture was clan culture type for all Gaza Strip construction organizations. Also results showed that the organizational culture affected by changing the organizations size. The results showed that the very small  organizations had hierarchy type as the dominant current culture and preferred to be clan type as the dominant desired culture, it showed also that the small organizations had a market type as the dominant current and desired organizational culture, it presented also that the clan culture type was the dominant current and desired organizational culture medium organizations, it showed that the large organizations had clan type as the dominant current culture and preferred to be market type as the dominant desired culture.

Downloads

Download data is not yet available.

References

Albayrak, G., & Albayrak, U. (2014). Organizational culture approach and effects on Turkish construction sector. APCBEE Procedia, 9, 252-257.

Aluko, M. (2003). The impact of culture on organizational performance in selected textile firms in Nigeria. Nordic Journal of African Studies, 12(2), 164-179.

Amah, E. (2012). Corporate Culture and Organizational Effectiveness. A Study of the Nigerian Banking Industry. European Journal of Business and Management, 4(8), 212-229.

Atuahene, B.(2016). Organizational culture in the ghanaian construction industry. Kwame Nkrumah University Of Science And Technology, Kumasi, Ghana.

Calori, R., & Sarnin, P. (1991). Corporate culture and economic performance: A French study. Organization studies, 12(1), 049-074.

Cameron, K. (2008). A process for changing organization culture. Handbook of organization development, 14(5), 2-18.

Cameron, K. S., & Quinn, R. E. (2005). Diagnosing and changing organizational culture: Based on the competing values framework: John Wiley & Sons.

Cheung, S. O., Wong, P. S., & Wu, A. W. (2011). Towards an organizational culture framework in construction. International Journal of Project Management, 29(1), 33-44.

Crémer, J. (1993). Corporate culture and shared knowledge. Industrial and corporate change, 2(3), 351-386.

Deshpande, R., & Webster Jr, F. E. (1989). Organizational culture and marketing: defining the research agenda. The journal of marketing, 3-15.

Published
2018-02-28
How to Cite
Othman A. Tayeh, Khalid El-Hallaq, & Bassam A. Tayeh. (2018). The Organizational Culture of Gaza Strip Construction Companies. International Journal of Engineering and Management Research, 8(1), 40-64. Retrieved from https://www.ijemr.net/ojs/index.php/ojs/article/view/402