The Development of an Organizational Culture Model in Large Construction Businesses for Sustainable Competitiveness

Abstract

The research objectives are 1) to study key elements for an organizational culture framework in large construction businesses to foster sustainable competitiveness; 2) to design and develop a relevant model; and 3) to produce a user manual as an instruction guide for the context.  The research used the EDFR (Ethnographic Delphi Future Research) method.   The quantitative informant comprised 21 experts for in-depth interviews and the Delphi survey, 14 focus group participants, and 5 guideline review specialists who provide information for guideline development and evaluation. Research instruments consisted of a semi-structured questionnaire for in-depth interviews, closed-ended questions, and a user manual assessment form. Qualitative content analysis of focus group discussion was performed, using the median and interquartile range. As results, the developed model was found to consist of 3 professional competence components: 1)   Organization management; 2. Human resource management, and 3) Organization culture for sustainable competitiveness. These key elements comprise 4 subcomponents each. The manual assessment results exposed that experts agreed unanimously about overall content appropriateness in all topics. Therefore, the handbook can be used to provide guidance for nurturing organizational culture in large construction firms  to achieve sustainable competitive advantages.