ABSTRACT
We now come to the end of our journey looking at the often complex and certainly significant relationships between organisational culture and company performance and effectiveness, in the latter chapters rooted firmly in the construction industry arena in Hong Kong. Despite the specific location and environment of the research described previously, the general conclusions now discussed can equally well be considered in relation to construction companies universally, although exact replication of the research in other countries could be more challenging owing to the specfiic nature of the HKHD PASS used to measure the variable of organisational performance. That stated, many other organisations in a wide variety of countries do choose to usemany of the performance and effectivenessmetrics described inChapter 4, andDOCShas since the time of this author’s research begun to find its way into, and is being used successfully in many other countries (e.g. Russia, the Netherlands, China, Indonesia). The sections that follow give an overview of the research results covered in Chapters 7 and 8 and also propose new areas of research or ways in which the author’s own research could be usefully extended to add further to the extant knowledge on the overall subject matter of this book. Hopefully by the end of this chapter the reader with have a greater understanding of the field of organisational culture research, and most importantly an ‘understanding of organisational culture in the construction industry’.
