scholarly journals The Relationship between National Culture and Organizational Culture in Determining the Project Success Factors in the Perception of Project Professionals in Malaysia

2020 ◽  
Vol 498 ◽  
pp. 012093
Author(s):  
Kanesan Muthusamy ◽  
Roslinda Che Adnan
Keyword(s):  
Organizational Culture ◽  
National Culture ◽  
Success Factors ◽  
Project Success ◽  
The Relationship

scholarly journals National and Organizational Culture, Performance Evaluation and Trust: Evidence from Multinational Company Subsidiary in Indonesia

2017 ◽  
Vol 6 (2) ◽  
pp. 319-344
Author(s):  
Unggul Purwohedi
Keyword(s):  
Organizational Culture ◽  
Performance Evaluation ◽  
National Culture ◽  
Evaluation Process ◽  
Objective Evaluation ◽  
Trust Building ◽  
Local Staff ◽  
Mnc Subsidiary ◽  
The Impact ◽  
The Relationship

The aim of this study is to investigate the impact of national and organizational culture on the relationship between accounting and trust in a subsidiary of a Western Multi-National Company (MNC) in Indonesia. This study use a qualitative field study of one French MNC subsidiary and interview four expatriate directors, nine Indonesian managers and 10 Indonesian employees. Key themes were identified with the assistance of NVivo software. In this study, accounting, through formal performance evaluation, contributes to trust building between supervisors and their subordinates. Formal performance evaluation through transparent and objective evaluation increases trust in the supervisor. On the other hand, informal performance evaluation tends to decrease trustful behaviour due to secrecy in the evaluation process.  It appears that Indonesian national culture does influence organizational culture preference in the local staff. Individuals share national culture as a result of values developed from family, religion, education, and experience.DOI: 10.15408/sjie.v6i2.4733 

scholarly journals A Model to align the organizational culture to Lean

2018 ◽  
Vol 11 (2) ◽  
pp. 207 ◽  
Author(s):  
Mehrsa Taherimashhadi ◽  
Imma Ribas
Keyword(s):  
Organizational Culture ◽  
National Culture ◽  
Corporate Culture ◽  
Lean Manufacturing ◽  
Success Factors ◽  
Evaluation Model ◽  
Structured Interviews ◽  
Implementation Barriers ◽  
Lean Implementation ◽  
Lean Transformation

Purpose: Since the emergence of Lean Manufacturing many organizations strived to implement it. Nonetheless, sustainable Lean transformation is not as easy as to be simply achieved. Several aspects need to be taken into account before Lean implementation which national and organizational culture are important. By considering influences of national culture on the organizational culture, this paper aims at proposing an evaluation model to determine the cultural weaknesses of an organization and give some recommendations to manage people before implementing Lean.Design/methodology/approach: This research has been conducted based on literature review survey and semi-structured interviews. Research papers, conference proceedings, books, and official websites regarding Lean philosophy were reviewed to find the influence of national culture in Lean implementation. Different databases were scrutinized, from 2015 to 2017, containing Scopus and Web of Science with the time period of 1996-2016. A set of key terms and their combinations were used including: Toyota Production system, Lean production, Lean manufacturing, Lean management, Transformation, Implementation, Barriers/ Impediments/Challenges/Difficulties, Human resources, Success factors, Organizational culture, and National culture.Findings: The proposed evaluation model is a guide for organizations to determine cultural misalignments between the corporate culture and the Lean culture before its implementation and gives some managerial recommendations to correct them.Originality/value: This study is the first attempt to integrate the national models   with Lean culture to provide an evaluation model and some recommendations to help the organization to align its culture to Lean culture before its implementation.  

scholarly journals Th e Study of the Relationship between Leadership Style and Project Success

2014 ◽  
Vol 1 (1) ◽  
pp. 51-55
Author(s):  
Juanjuan Jiang
Keyword(s):  
Leadership Style ◽  
Success Factors ◽  
Project Success ◽  
Or Manager ◽  
The Relationship

From three aspects of literatures: Leadership style, project success factors, and the match of leadership type and project type, this paper studied the relationship between leadership style and project success, and found that although leadership or manager is rarely included in the project success factors, it infl uences the performance of project through various patterns, like the collaboration of teamwork, management of source, communication with both followers and clients.

scholarly journals Effective Factors on Project Success in Malaysian Construction Industry

2020 ◽  
Vol 10 (1) ◽  
pp. 1-10
Author(s):  
Amjad Pirotti ◽  
Abolfazl Keshavarzsaleh ◽  
F. A. Mohd Rahim ◽  
Norhanim Zakaria
Keyword(s):  
Regression Analysis ◽  
Construction Industry ◽  
Success Factors ◽  
Project Success ◽  
Consensus Definition ◽  
Effective Factors ◽  
Construction Companies ◽  
Correlation And Regression Analysis ◽  
Management Project ◽  
The Relationship

AbstractAlthough success is a word that encapsulates a general and wide idea and it is challenging to provide a definite and a consensus definition from all individuals concerned, for many years, there has been a growing interest in identification of the success factors and the relationship with project success. In this research, the main objective investigates the relationship between top management, project mission, personnel, communication and Schedule/Plan and project success in construction industry in Malaysia. A survey was conducted among Managers and Employees of construction companies registered with Construction Industry Development Board (CIDB) of Malaysia and the correlation and regression analysis was carried out in order to test the hypotheses of the study. Key areas are now offered that practitioners and academics should further explore to contribute to the knowledge body on project success and to explore in more details which factors affect project success in construction industry in Malaysia.

Founder Leaders and Organization Culture: A Comparative Study on Indian and American Founder Leaders Based on Schein’s Model of Organizational Culture

2020 ◽  
Vol 9 (1) ◽  
pp. 23-33
Author(s):  
Mamatha S.V. ◽  
Geetanjali P.
Keyword(s):  
Organizational Culture ◽  
National Culture ◽  
Organization Culture ◽  
Cultural Dimensions ◽  
Case Method ◽  
Ecological Fallacy ◽  
Unit Of Analysis ◽  
Country Level ◽  
Policies And Procedures ◽  
The Relationship

Organizational culture is created gradually by founder leaders on the basis of their values, assumptions and beliefs. Organizational culture is tangible in terms of the architecture of the company, office layout and exhibits and intangible in terms of behaviour of employees, decisions, policies and procedures. This article aims to perform a comparative analysis of some of the founder leaders of Indian and American businesses and their influence on the culture of the organization. The study adopts the case method research design where the focus is on the specific interesting cases, articles and interviews of the founder(s) in their formational years and cases when the company had a stable organizational culture. The unit of analysis is the founder leader. The company’s culture is evaluated using Schein’s Model of Organizational Culture while that of the founder leader is evaluated using Hofstede’s model of cultural dimensions. This study does not equate national culture to individual’s culture to avoid ecological fallacy of interpreting country-level relationships being applied to individuals. The study shows that there exist layers of subcultures in each individual. The article discusses an interesting paradigm, that is, the culture in which they are born/trained and the culture they adopt intentionally. When founders adopt other cultures, some traces of adopted cultures are reflected in the organization. The article concludes that founder leaders’ culture needs a better framework in order to see its effects on the organization. Hofstede’s model does not show the relationship between different layers of the culture. Hence, the model seems inadequate to be applied to analyse founder leaders.

scholarly journals Avatar: An Assessment of the Fundamental Aspects of Outsourcing in an Observational StudyHttp://Dx.Doi.Org/10.5585/Riae.V9i3.1684

2011 ◽  
Vol 9 (3) ◽  
pp. 44-62
Author(s):  
Diego De Queiroz Machado ◽  
Carlos Alberto dos Santos Bezerra
Keyword(s):  
Organizational Culture ◽  
Observational Study ◽  
Motion Picture ◽  
Success Factors ◽  
Organizational Strategies ◽  
Continuous Review ◽  
Critical Success ◽  
The Difference ◽  
The Relationship ◽  
Program Data

Among the several existing organizational strategies, outsourcing has achieved increasing prominence in the business field, where it is already considered to be notably generalized, requiring a continuous review of its fundamental aspects. Therefore, this study aspires to present, through an observational study, an analysis of the outsourcing strategy from Avatar, the motion picture. The choice of research was driven by the relationship between two organizations constituting the background of the narrative: RDA and the Avatar Program. Data was analyzed to identify elements either described by the theory or diverging from it. Finally, it was concluded that the entire outsourcing process should take into account critical success factors, such as: organizational culture or the difference in perception of business between all involved companies.

scholarly journals The Influence of Organizational Culture as Moderator between Person-Organization (P-O) Fit and Work Attitudes

2011 ◽  
Author(s):  
S. Senthil Kumar
Keyword(s):  
Job Satisfaction ◽  
Organizational Culture ◽  
Organizational Commitment ◽  
National Culture ◽  
Cultural Context ◽  
Positive Relationship ◽  
Work Attitudes ◽  
Person Organization Fit ◽  
Managerial Level ◽  
The Relationship

Although the positive effect of Person-Organization fit (P-O fit) on work attitudes is well known, research into the environmental factors that affect P-O fit’s salience in predicting work attitudes is in its infancy. This study examined the moderating effects of organizational culture in the relationship between P-O fit and work attitudes such as job satisfaction, and organizational commitment in the national culture context. Results from a sample of 173 managerial-level employees from 7 organizations in India suggest that organizational culture either strengthens or weakens the positive relationship between P-O fit and work attitudes depending upon its alignment with national culture. In the Indian cultural context, it is found that people and control-oriented organizational cultures that are isomorphic with national culture weaken the relationship between P-O fi t and work attitudes. Whereas creation and market-oriented cultures that are non-isomorphic with Indian national culture strengthen the positive relationship between P-O fi t and work attitudes. Results of this study have implications in employee selection, socialization and organizational culture management.   Keywords: Person-organization fit, organizational culture, national culture, job satisfaction, organizational commitment.

Critical Success Factors for Project Manufacturing Environments

2019 ◽  
Vol 50 (2) ◽  
pp. 243-258 ◽  
Author(s):  
Antônio Carlos Pacagnella ◽  
Sérgio Luis da Silva ◽  
Ornella Pacífico ◽  
Paulo Sergio de Arruda Ignacio ◽  
Alessandro Lucas da Silva
Keyword(s):  
Critical Success Factors ◽  
Success Factors ◽  
Project Success ◽  
Project Performance ◽  
Project Managers ◽  
Four Dimensions ◽  
Critical Success ◽  
Logistic Regression Method ◽  
Manufacturing Environments ◽  
The Relationship

The goal of this article is to identify and understand the relationship between the critical success factors (CSFs) of project manufacturing environments and project performance. This article explores those relationships through the logistic regression method, using a sample of 182 respondents and quantifying the influence of CSFs on success achievement in four dimensions (efficiency, impact on consumers, impact on the team, and preparation for the future). The results show that not all CSFs are significant in explaining project success. Thus, project managers must evaluate the influence of each one and consider it in their decisions.

Sign in / Sign up

Export Citation Format

Share Document