{"title":"Influence of Organizational Culture on Frequency of Disputes in Commercial Projects in Egypt: A Contractor\u2019s Perspective","authors":"Omneya N. Mekhaimer, Elkhayam M. Dorra, A. Samer Ezeldin","volume":203,"journal":"International Journal of Economics and Management Engineering","pagesStart":789,"pagesEnd":796,"ISSN":"1307-6892","URL":"https:\/\/publications.waset.org\/pdf\/10013372","abstract":"<p>Over the recent decades, studies on organizational culture have gained global attention in the business management literature, where it has been established that the cultural factors embedded in the organization have an implicit yet significant influence on the organization\u2019s success. Unlike other industries, the construction industry is widely known to be operating in a dynamic and adversarial nature; considering the unique characteristics it denotes, thereby the level of disputes has propagated in the construction industry throughout the years. To that end, this paper aims to study the influence of organizational culture in the contractor\u2019s organization on the frequency of disputes caused between the owner and the contractor in commercial projects based in Egypt. This objective is achieved by using a quantitative approach through a survey questionnaire to explore the dominant cultural attributes that exist in the contractor\u2019s organization based on the Competing Value Framework (CVF) theory, which classifies organizational culture into four main cultural types: (1) clan, (2) adhocracy, (3) market, and (4) hierarchy. Accordingly, the collected data are statistically analyzed using Statistical Package for Social Sciences (SPSS 28) software, whereby a correlation analysis using Pearson Correlation is carried out to assess the relationship between these variables and their statistical significance using the p-value. The results show that there is an influence of organizational culture attributes on the frequency of disputes whereby market culture is identified to be the most dominant organizational culture that is currently practiced in contractor\u2019s organization, which consequently contributes to increasing the frequency of disputes in commercial projects. These findings suggest that alternative management practices should be adopted rather than the existing ones with an aim to minimize dispute occurrence.<\/p>","references":"[1]\tP. Fewings, Construction project management: An integrated approach, Abingdon, Oxon: Routledge, 2005.\r\n[2]\tE. Oney-Yazic, D. Arditi, and B. Uwakweh, \u201cOrganisational culture in U.S. construction companies,\u201d in CCIM2006 Sustainable Development through Culture and Innovation, Dubai, UAE, 2006, pp. 219-228. \r\n[3]\tT. E. Deal and A. A. Kennedy, Corporate Culture, MA: Addison-Wesley, 1982.\r\n[4]\tE. Schein, Organizational Culture and Leadership, San Francisco: Jossey Bass Publishers, 1985.\r\n[5]\tJ. B. Barney, \u201cOrganizational culture: can it be a source of competitive advantage,\u201d Academy of Management Review, vol. 11, no. 3, pp. 656-665, 1986.\r\n[6]\tL. Hoecklin, Managing Cultural Differences: Strategies for Competitive Advantage, Wokingham: Addison-Wesley, 1996.\r\n[7]\tD. R. Denison and A. K. Mishra, \u201cToward a theory of organizational culture and effectiveness,\u201d Organization Science, vol. 6, no. 2, pp. 204-223, 1995. \r\n[8]\tD. R. Denison, Corporate culture and organizational effectiveness, New York: John Wiley & Sons, 1990.\r\n[9]\tN. A. Ankrah and D. A. Langford, \u201cArchitects and contractors: a comparative study of organizational cultures,\u201d Construction Management and Economics, vol. 23, no. 6, pp. 595\u2013607, 2005. \r\n[10]\tF. T. Phua and S. Rowlinson, \u201cCultural differences as an explanatory variable for adversarial attitudes in the construction industry: The case of Hong Kong,\u201d Construction Management and Economics, vol. 21, no. 7, pp. 777\u2013785, 2003. doi:10.1080\/0144619032000108245 \r\n[11]\tL. Nguyen and T. Watanabe, \u201cThe impact of project organizational culture on the performance of construction projects,\u201d Sustainability, vol. 9, no. 5, p. 781, 2017. doi:10.3390\/su9050781\r\n[12]\t\tR. E. Quinn and J. Rohrbaugh, \u201cA spatial model of effectiveness criteria: towards a competing values approach to organizational analysis,\u201d Management Science, vol. 29, no. 3, pp. 363\u2013377, 1983.\r\n[13]\tK. S. Cameron and R. E. Quinn, Diagnosing and Changing Organizational Culture, Reading, Mass: Addison Wesley, 1999.\r\n[14]\tK. S. Cameron and R. E. Quinn, Diagnosing and changing organisational culture: Based on the competing values framework, San Francisco, CA: Jossey-Bass, 2006.\r\n[15]\tR. A. Fellows and D. E. Seymour, Perspectives on Culture in Construction. Rotterdam: International Council for Research and Innovation in Building and Construction, 2002. \r\n[16]\tP. Fenn, D. Lowe, C. Speck, \u201cConflict and dispute in construction,\u201d Construction Management and Economics, vol. 15, no. 6, pp. 513-518, 1997.\r\n[17]\tM. Jagannathan and V. S. Delhi, \u201cLitigation proneness of dispute resolution clauses in construction contracts,\u201d Journal of Legal Affairs and Dispute Resolution in Engineering and Construction, vol. 11, no. 3, 2019. doi:10.1061\/(asce)la.1943-4170.0000301 \r\n[18]\tP. Love, P. Davis, J. Ellis, and S. On Cheung, \u201cDispute causation: Identification of pathogenic influences in construction,\u201d Engineering, Construction and Architectural Management, vol. 17, no. 4, pp. 404\u2013423, 2010. doi:10.1108\/09699981011056592 \r\n[19]\tP. Mitropoulos and G. Howell, \u201cModel for understanding, preventing, and resolving project disputes,\u201d Journal of Construction Engineering and Management, vol. 127, no. 3, pp. 223\u2013231, 2001. doi:10.1061\/(asce)0733-9364(2001)127:3(223) \r\n[20]\tM. M. Kumaraswamy, \u201cConflicts, claims and disputes in construction,\u201d Engineering, Construction and Architectural Management, vol. 4, no. 2, pp. 95\u2013111, 1997. doi:10.1108\/eb021042 \r\n[21]\tP. E. D. Love, P. R. Davis, J. M. Ellis, and S. O. Cheung, \u201cA systemic view of dispute causation,\u201d International Journal of Managing Projects in Business, vol. 3, no. 4, pp. 661\u2013680, 2010. doi:10.1108\/17538371011076109 \r\n[22]\t\u201cCRCICA Annual Report 2021-2022\u201d, CRCICA, Cairo, Egypt, 2022 \r\n[23]\tM. Marzouk, L. El-Mesteckawi, and M. El-Said, \u201cDispute resolution aided tool for construction projects in Egypt \/ Gin\u010d\u0173 Sprendimo Pagalbos Priemon\u0117 Statybos PROJEKTAMS Egipte,\u201d Journal of Civil Engineering and Management, vol. 17, no. 1, pp. 63\u201371, 2011. doi:10.3846\/13923730.2011.554165 \r\n[24]\tJ. Cohen, Statistical power analysis, 2nd ed. Hillsdale NJ: Erlbaum, 1988.\r\n[25]\tW. G., Cochran, Sampling Techniques, 3rd ed. New York: John Wiley & Sons, 1977.\r\n[26]\tR. Fellows and A. Liu, \u201cA Culture-based approach to the management of conflict on multi-national construction projects: participants and performance,\u201d in International Conference on Multi-National Construction Projects. Shanghai, China, 2008, pp. 1-16. \r\n[27]\tA. Dastmalchian, S. Lee, and I. Ng, \u201cThe interplay between organizational and national cultures: A comparison of organizational practices in Canada and South Korea using the competing values framework,\u201d The International Journal of Human Resource Management, vol. 11, no. 2, pp. 388\u2013412, 2000. doi:10.1080\/095851900339927","publisher":"World Academy of Science, Engineering and Technology","index":"Open Science Index 203, 2023"}