Organisational culture of Chinese construction organisations in Kuwait

Abstract

Purpose The purpose of this paper is to identify evidence for, first, the existence and nature of organisational culture of Chinese construction organisations in Kuwait, second, the differences and similarities when comparing with construction organisations in China and, third, the differences and similarities when comparing with construction organisations within the countries of the Gulf Cooperation Council (GCC). Design/methodology/approach Data were collected through researcher administered survey instruments from 33 Chinese construction project managers in Kuwait, then were analysed by using the Organisational Culture Assessment Instrument and empirical statistics. Findings The Hierarchy culture was found to be dominant. It matches the predominant organisational culture among construction organisations in China, but is different from the blend of Hierarchy and Group culture of construction organisations in the GCC. Originality/value Chinese construction organisations in Kuwait were found to foster an organisational culture that is close to Chinese construction organisations in China regarding Hierarchy, Market and Adhocracy culture, but closer to the GCC construction organisations regarding the Group culture. Practitioners need to be aware of the differences and similarities identified in order to manage cultural diversity effectively.