Empirical Research of Development Features of the Organizational Culture of Construction Enterprises
Currently, the problems of developing the organizational culture of enterprises of various types of economic activity are being updated taking into account their specifics. This allows you to achieve greater flexibility and the ability to quickly respond to changes in the internal and external envir...
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irk-123456789-1690322020-06-02T01:26:18Z Empirical Research of Development Features of the Organizational Culture of Construction Enterprises Rynkevich, N. Management Currently, the problems of developing the organizational culture of enterprises of various types of economic activity are being updated taking into account their specifics. This allows you to achieve greater flexibility and the ability to quickly respond to changes in the internal and external environment, to strengthen competitive positions in the sales markets, which corresponds to modern business conditions. The purpose of this study is an empirical research of the organizational culture of construction enterprises, identifying trends in its development in modern conditions and improving the methodological approach to assessing the level of development. As a result of the research, the dynamics of the number of employed and hired workers in the construction industry is analyzed. The results of an expert survey are presented to identify current problems, barriers, features, trends and ways of developing the organizational culture of construction enterprises in Ukraine. An assessment of the level of development of the organizational culture of enterprises. An integrated methodology for assessing the organizational culture of construction enterprises is proposed. Testing of this methodology showed that the surveyed enterprises have an average level of organizational culture development (0.69), since the value of the integral indicator is in the range of 0.5-0.75. На даний час актуалізуються проблеми розвитку організаційної культури підприємств різних видів економічної діяльності з урахуванням їх специфіки. Це дозволяє досягти більшої гнучкості й здатності оперативно реагувати на зміни внутрішнього і зовнішнього середовища, посилити конкурентні позиції на ринках збуту, що відповідає сучасним умовам господарювання. Мета даного дослідження полягає в емпіричному дослідженні особливостей організаційної культури будівельних підприємств, виявленні тенденцій її розвитку в сучасних умовах та удосконаленні методичного підходу до оцінювання рівня розвитку. У результаті дослідження проаналізовано динаміку кількості зайнятих і найманих працівників у сфері будівництва. Викладено результати проведеного експертного опитування з метою виявлення сучасних проблем, бар’єрів, особливостей, тенденцій та шляхів розвитку організаційної культури будівельних підприємств в Україні. Виконано оцінку рівня розвитку організаційної культури підприємств. Запропоновано інтегральну методику оцінки організаційної культури будівельних підприємств. Апробація даної методики показала, що обстежені підприємства мають середній рівень розвитку організаційної культури (0,69), оскільки значення інтегрального показника знаходиться в межах 0,5–0,75. В настоящее время актуализируются проблемы развития организационной культуры предприятий различных видов экономической деятельности с учетом их специфики. Это позволяет достичь большей гибкости и способности оперативно реагировать на изменения внутренней и внешней среды, усилить конкурентные позиции на рынках сбыта, что соответствует современным условиям хозяйствования. Цель данного исследования заключается в эмпирическом исследовании особенностей организационной культуры строительных предприятий, выявлении тенденций ее развития в современных условиях и совершенствовании методического подхода к оценке уровня развития. В результате исследования проанализирована динамика количества занятых и наемных работников в сфере строительства. Изложены результаты проведенного экспертного опроса с целью выявления современных проблем, барьеров, особенностей, тенденций и путей развития организационной культуры строительных предприятий в Украине. Выполнена оценка уровня развития организационной культуры предприятий. Предложена интегральная методика оценки организационной культуры строительных предприятий. Апробация данной методики показала, что обследованные предприятия имеют средний уровень развития организационной культуры (0,69), поскольку значение интегрального показателя находится в пределах 0,5-0,75. 2019 Article Empirical Research of Development Features of the Organizational Culture of Construction Enterprises / N. Rynkevich // Економічний вісник Донбасу. — 2019. — № 4 (58). — С. 151-162. — Бібліогр.: 49 назв. — англ. 1817-3772 DOI: 10.12958/1817-3772-2019-4(58)-151-162 http://dspace.nbuv.gov.ua/handle/123456789/169032 005.73:338.45:69 en Економічний вісник Донбасу Інститут економіки промисловості НАН України |
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Digital Library of Periodicals of National Academy of Sciences of Ukraine |
| collection |
DSpace DC |
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| topic |
Management Management |
| spellingShingle |
Management Management Rynkevich, N. Empirical Research of Development Features of the Organizational Culture of Construction Enterprises Економічний вісник Донбасу |
| description |
Currently, the problems of developing the organizational culture of enterprises of various types of economic activity are being updated taking into account their specifics. This allows you to achieve greater flexibility and the ability to quickly respond to changes in the internal and external environment, to strengthen competitive positions in the sales markets, which corresponds to modern business conditions.
The purpose of this study is an empirical research of the organizational culture of construction enterprises, identifying trends in its development in modern conditions and improving the methodological approach to assessing the level of development.
As a result of the research, the dynamics of the number of employed and hired workers in the construction industry is analyzed. The results of an expert survey are presented to identify current problems, barriers, features, trends and ways of developing the organizational culture of construction enterprises in Ukraine. An assessment of the level of development of the organizational culture of enterprises. An integrated methodology for assessing the organizational culture of construction enterprises is proposed. Testing of this methodology showed that the surveyed enterprises have an average level of organizational culture development (0.69), since the value of the integral indicator is in the range of 0.5-0.75. |
| format |
Article |
| author |
Rynkevich, N. |
| author_facet |
Rynkevich, N. |
| author_sort |
Rynkevich, N. |
| title |
Empirical Research of Development Features of the Organizational Culture of Construction Enterprises |
| title_short |
Empirical Research of Development Features of the Organizational Culture of Construction Enterprises |
| title_full |
Empirical Research of Development Features of the Organizational Culture of Construction Enterprises |
| title_fullStr |
Empirical Research of Development Features of the Organizational Culture of Construction Enterprises |
| title_full_unstemmed |
Empirical Research of Development Features of the Organizational Culture of Construction Enterprises |
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empirical research of development features of the organizational culture of construction enterprises |
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Інститут економіки промисловості НАН України |
| publishDate |
2019 |
| topic_facet |
Management |
| url |
http://dspace.nbuv.gov.ua/handle/123456789/169032 |
| citation_txt |
Empirical Research of Development Features of the Organizational Culture of Construction Enterprises / N. Rynkevich // Економічний вісник Донбасу. — 2019. — № 4 (58). — С. 151-162. — Бібліогр.: 49 назв. — англ. |
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Економічний вісник Донбасу |
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| fulltext |
N. Rynkevich
151
Економічний вісник Донбасу № 4(58), 2019
UDC 005.73:338.45:69 doi: 10.12958/1817-3772-2019-4(58)-151-162
N. Rynkevich,
ORCID 0000-0002-1229-6051,
Pridneprovsk State Academy
Construction and Architecture, Dnipro
EMPIRICAL RESEARCH OF DEVELOPMENT FEATURES
OF THE ORGANIZATIONAL CULTURE OF CONSTRUCTION ENTERPRISES
Problem statement. The problems of develop-
ment of the organizational culture of enterprises by dif-
ferent types of economic activity are being actualized,
taking into account their specificity. This allows for
greater flexibility and the ability to respond promptly to
changes in the internal and external environment, to
strengthen competitive positions in the markets that
meet the current conditions of management.
Against this background, the need for theoretical
substantiation and the development of practical recom-
mendations to improve the management effectiveness
of organizational culture of enterprises in the context of
corporate social responsibility have emerged.
Analysis of recent publications on the problem.
Over the past decades, foreign and domestic scientists
have paid considerable attention to substantiating con-
ceptual provisions and scientific and methodological ap-
proaches to improving corporate culture development
management. The evolution of development and es-
sence of organizational culture of enterprises from dif-
ferent points of view is investigated, its peculiarities and
differences from corporate culture are determined [1-
17]. The mechanisms of managing the organizational
culture of enterprises under changing environment are
substantiated [18-25]. The impact of organizational cul-
ture on the efficiency and level of competitiveness of
enterprises was evaluated and the relationship between
organizational culture and financial results was proved
[26-37]. Various methodological approaches have been
proposed, which allow to estimate the level of develop-
ment of organizational culture [38-44].
The author of this article in the previous researches
revealed the modern tendencies of development of the
organizational culture of the enterprises according to the
results of the expert survey [45]; features, barriers and
drivers of digital transformation of organizational cul-
ture of enterprises have been investigated [46]; syste-
matic existing scientific approaches to defining the
meaning of the term «customer orientation» by classifi-
cation groups, among which the component of organi-
zational culture, which means the key competence of the
enterprise, is highlighted; ability of the company; skill;
part of organizational culture, set of beliefs [47]; the
structural components of the organizational and eco-
nomic mechanism for managing the organizational cul-
ture of enterprises have been determined [48].
Based on this, despite such close attention to the
problem identified by scientists, it remains relevant to
conduct scientific research in the field of evaluating the
development of organizational culture of construction
enterprises using economic and statistical methods. All
this largely determined the choice of the topic of this
study and its focus.
Setting objectives. The purpose of this article is an
empirical research of the organizational culture of con-
struction enterprises, identifying trends in its develop-
ment in modern conditions and improving the methodi-
cal approach to assessing the level of development.
Outline of the main results and their justification.
In the last decade there is a tendency of deterioration of
labor potential in the construction industry. Thus, the
analytical estimation of statistics shows that the number
of employed workers in construction enterprises de-
creased by 40.4% in 2010-2018, and their share in the
total number of employed workers by all economic ac-
tivities – by 1.2 percentage points, or from 4.8 to 3.6%.
The number of employed workers in construction enter-
prises decreased by 42.3% and their share by 1.3 pp or
from 5.8 to 4.5% of the total.
During this period, the number of employees in
construction enterprises decreased by 40.3%, and their
share in the total number of employees by all types of
economic activity – by 1.3 percentage points, or from
5.3 to 4%. The number of employees in construction en-
terprises decreased by 42.1% and their share by 1.2 pp
or from 5.7 to 4.5% of the total number (Table 1).
Table 1
Dynamics of employed and employees persons
at construction enterprises
Years
Number of employed,
thousand people
Number of employees,
thousand people
from
economic
entities
including
at the
enterprises
from
economic
entities
including
at the
enterprises
2010 524.0 472.1 477.7 462.8
2013 399.6 371.7 373.2 362.1
2014 318.5 286.1 288.1 278.2
2015 282.5 248.1 247.6 239.2
2016 283.9 247.0 252.8 241.7
2017 293.7 257.8 265.0 251.9
2018 312.3 272.2 285.1 268.0
Compiled by: [49, p. 21, 23].
As can be seen from the analysis, the proportion of
staff costs on construction enterprises negligible ends
to lowering spare. For the years 2010-20188 this figure
N. Rynkevich
152
Економічний вісник Донбасу № 4(58), 2019
decreased by 0.7 pp or from 3.9 to 3.2% of the total
Ukrainian personnel expenditures. Accordingly, the
share of labor costs at construction enterprises decreased
by 0.8 pp or from 3.9 to 3.1% of the volume of labor
costs at enterprises for all types of economic activity
(Table 2).
Table 2
Dynamics of personnel costs
at construction enterprises
Years
Personnel costs –
total, million UAH
Including labor
costs, UAH million
2010 11024.4 8066.5
2011 12498.4 9140.3
2012 15197.2 11321.4
2013 13681.4 10008.6
2014 15182.8 11083.7
2015 11628.1 8625.4
2016 12612.7 10402.2
2017 18167.2 14925.3
2018 24325.0 19757.3
Compiled by: [49, p. 85].
In order to identify contemporary problems, barri-
ers, features, tendencies and ways of development of or-
ganizational culture of construction enterprises in
Ukraine, an expert survey was conducted as a method of
empirical research. This amounted to 5.2% of the total
number of experts in all economic activities (115 re-
spondents).
It is found that the formation of organizational cul-
ture of enterprises is influenced by top managers (1.7%
of respondents), the owner of the firm (0.9%); HR de-
partment (0.9%) and clients (0.9%). Some experts
(0.9%) said that organizational culture cannot be influ-
enced because it is a process that cannot be managed.
It is proved that organizational culture is usually
organized by company management (3.5% of respon-
dents). A number of experts (0.9%) noted that organiza-
tional culture was formed spontaneously in their enter-
prises. And some (0.9%) state that they have absolutely
no organizational culture.
Most surveyed companies do not impose corporate
values and rules (3.5% of respondents). It was found
that the corporate values and slogans stated by the com-
pany fully (3.5% of respondents) or partially (0.9%)
coincide with its real values.
Most experts (5.2%) believe that the organiza-
tional culture of companies is effective. Based on the ex-
pert survey, key obstacles were identified to change the
organizational culture of construction enterprises in the
conditions of digitalization of business processes.
Among them are: insufficient financial resources (1.7%
of respondents); underdevelopment of IT infrastructure
(0.9%); imperfection of the organizational structure
(0.9%); lack of clear vision and support of the manage-
ment (0.9%); low level of employee involvement
(0.9%).
It was found that the values and principles, on
which the organizational culture of the surveyed enter-
prises is formed, largely or partially, correspond to the
personal values and principles of employees (1.7% of
respondents each).
Experts say that organizational culture affects the
financial performance of enterprises (3.5% of respond-
ents). Successful organizational culture of construc-
tion companies can reduce costs and costs (2.6%); in-
crease the level of profitability (1.7%); to increase sales
volumes by improving the quality of logistics services
(0.9%).
Based on the expert survey, it was found that the
surveyed enterprises required complete (1.7% of re-
spondents) or partial (3.5%) transformation of organi-
zational culture. According to the respondents, the mod-
ernization of organizational culture should consist of up-
grading of employees (3.5%) and introduction of digital
technologies in order to optimize business processes
(1.7%). However, construction companies do not point
to the feasibility of transforming the relationship ma-
nagement system with consumers. This is mostly the
case with companies in services, education and science,
food industry, wholesale and retail trade.
The formation and development of the organiza-
tional culture of enterprises in the field of construction
are significantly influenced by endogenous factors,
which include the following: organization management
(scientific and technical and innovative activities, pro-
duction, personnel management, marketing and logis-
tics, financial status, communication policy, planning
and strategizing); employees of the organization (loy-
alty to personnel policy, personnel management, mis-
sion of the organization, work activity; observance of
interests of the organization, confidentiality of infor-
mation, value orientation). The above factors require the
use of certain techniques and tools that can succeed in
transforming the organizational culture of enterprises.
Therefore the author during the expert survey
was focus on internal factors that influence the develop-
ment of organizational culture of surveyed companies
(Table 3).
It is established that, as a rule, the key companies
are not formed on the construction enterprises and the
strategic direction of the companies’ activity is not de-
fined. Most experts pointed to a lack of consistent and
predictable approach to doing business and a clear over-
lap of goals across all hierarchical levels of the company
(Table 4).
In construction companies, insufficient attention is
paid to organizational training. For the most part, inno-
vative ideas are not supported, employees are not en-
couraged to be creative and constantly improve their
skills and knowledge (Table 5). It does not meet the
modern requirements of the functioning of enterprises.
This is especially true in the context of the intensive use
of digital technologies, when the personnel must have
digital competencies and the organizational culture of
enterprises is transformed.
N. Rynkevich
153
Економічний вісник Донбасу № 4(58), 2019
Table 3
Expert assessment of the influence of endogenous factors on development
organizational culture of construction enterprises
Assertion % to the respon-
dents
1. The life of an organization should be guided by:
constant coordination and discussion of all employees of the organization 66.7
teamwork based on a common idea 33.3
2. The real leader (leader) must first of all:
possess various resources (image, money, connections, etc.) and enjoy recognition from subordinates 33.3
to initiate the process of creativity 66.7
3. Everyday work should:
to constantly improve 66.7
performed and changed by each employee in their own way, based on the ultimate goal 33.3
4. Desires and interests of individual employees:
individual and should be considered by the organization if it wants to achieve its goals 100.0
5. The main task of management:
clearly structure business processes, create instructions, regulations, regulations and work with subordinates
with their help 33.3
to set the general context of team movement and interaction, to provide employees with opportunities for
development 66.7
6. Discrepancies and conflicts between employees are:
threat to the stability of the organization, which interferes with the work 33.3
productive expression of individual opinions and differences of opinion 66.7
7. Communication between employees should be based on:
open, comprehensive discussion of work issues 100.0
8. Working information and data:
it is a common knowledge that does not need to be brought out 33.3
must be controlled and restricted 66.7
9. Decisions in the organization should be made on the basis of:
roundtable discussion that allows you to see the problem from different angles 66.7
potential benefits (profits) and risks 33.3
10. It is preferable to do something:
focusing on the benefits to yourself and the organization 33.3
in line with the overall goals, objectives, and traditions of the organization 33.3
following the rules and instructions 33.4
11. The working environment should be:
harmonious, comfortable, and should like the staff 100.0
12. The basic principle of the organization should be:
«We are one family» 33.3
there are no limits to perfection 66.7
Prepared by the author according to the results of the survey.
Note: 114 experts in various economic fields were interviewed, including 3 (2.6%) in construction. The share of respon-
dents is calculated to the total number of experts of the respective type of economic activity.
Table 4
Answers to the question
«What do you think are the goals and principles of the company?»
Assertion
Responses,% of experts
So No Part
There is a long-term purpose and direction of activity - 50.0 50.0
Our strategy causes other organizations to change their methods of competition 16.7 50.0 33.3
There is a clear mission that gives meaning and direction to our work - 50.0 50.0
There is a clear strategy for the future - 66.7 33.3
Our strategic direction to employees is unclear 33.3 16.7 50.0
Short-term thinking threatens long-term vision 50.0 16.7 33.3
Our approach to doing business is consistent and predictable 16.7 33.3 50.0
Employees from different departments share a common perspective - 16.7 83.3
It is easy to coordinate projects between different departments of the company 16.7 50.0 33.3
Working with someone from another company department is like working with
someone from another company 16.6 16.7 66.7
There is a clear overlap of goals at all levels of the company - 66.7 33.3
Prepared by the author according to the results of the survey.
Note: the proportion is calculated to the total number of experts of the respective economic activity.
N. Rynkevich
154
Економічний вісник Донбасу № 4(58), 2019
Table 5
Answers to questions regarding the organization
of training while working at the company
Assertion
Responses,% of experts
So No Part
We see error as an opportunity to learn and improve 16.7 - 83.3
Innovation and risk are encouraged and rewarded 16.7 66.7 16.6
Many things are «lost in the system» 16.7 50.0 33.3
Learning is an important goal of our daily activities 16.7 50.0 33.3
Employees are encouraged to be creative - 66.7 33.3
We can introduce new ideas 16.6 16.7 66.7
New ideas are constantly being evaluated and improved - 50.0 50.0
It is ready to support the development of new ideas 33.3 50.0 16.7
Innovation is a «painful» issue of our business activity 33.4 33.3 33.3
Prepared by the author according to the results of the survey.
Note: the proportion is calculated to the total number of experts of the respective economic activity.
Based on empirical research, it has been found that
construction companies do not implement corporate so-
cial responsibility mechanisms in the context of sustain-
able development. Most respondents noted that compa-
nies did not invest in the transformation of organiza-
tional culture, did not implement the concept of sustain-
able development, and did not develop corporate codes.
Organizational culture does not meet the goals and prin-
ciples of sustainable development (Table 6). Conse-
quently, construction managers tend to aim at reducing
costs and increasing profitability.
Table 6
Expert evaluation of organizational culture construction companies in the corporate social
responsibility system in the context of sustainable development
Assertion
Responses,% of experts
So No Part
The company is investing in the modernization of its organizational culture 16.6 66.7 16.7
The company implements special programs
on the transformation of organizational culture within the Corporate Code
- 83.3 16.7
The company does not pay due attention to the modernization of organizational cul-
ture, which leads to deterioration of the financial condition of the company
33.4 33.3 33.3
The company implements the concept of sustainable development, one of the
elements of which is organizational culture
- 66.7 33.3
Issues of organizational culture development are clearly presented in the strategic
planning process of the company
- 83.3 16.7
Issues of organizational culture development are presented in the company's mission
or basic principles of doing business
- 66.7 33.3
When organizational culture development issues are clearly presented in the strate-
gic planning process of the company, the top management team makes cautious far-
sighted decisions
16.6 33.3 50.0
The staff influences the process of strategic management of organizational culture
development
- 83.3 16.7
Organizational culture is an important component of corporate responsibility 16.7 50.0 33.3
The company has a Corporate Code, a key element of which is organizational culture - 66.7 33.3
Organizational culture is consistent with the goals and principles of sustainable de-
velopment
- 83.3 16.7
Prepared by the author according to the results of the survey.
Note: the proportion is calculated to the total number of experts of the respective economic activity.
An important element of the organizational culture
of construction companies is the channels of internal
communication. Experts noted that most often they use
e-mail, the corporate website of the company, and some-
times the personal folder of the manager; corporate fo-
rum, chat; internal communication tools (video confe-
rences, seminars, trainings); personal blogs, chats. The
majority of respondents do not use personal blogs or
chats at all (Table 7).
Based on the expert survey, the level of develop-
ment of organizational culture of construction enter-
prises was estimated. For this purpose, indicators re-
flecting the characteristics of organizational culture
have been identified and calculated. Thus, changes in
the company, consumer orientation and organizational
training characterize the adaptability of the organiza-
tional culture; strategic planning, goal setting and vi-
sion – mission; coordination, agreement and values – in-
N. Rynkevich
155
Економічний вісник Донбасу № 4(58), 2019
teraction; ability development, teamwork, responsibility
and authority – involvement. In the Table 8 presents the
data of calculation of the level of development of organ-
izational culture of the surveyed enterprises.
Table 7
Definition of internal communication channels
and the frequency of their use in construction enterprises
Channels
Intensity of use,
% of experts
Often Sometimes Never
Corporate site of the company 60 20 20
Email 80 20 -
Corporate forum, chat, email 40 60 -
Personal blogs and chats - 40 60
Internal communication tools (reception hours of executives, information
meetings, conferences, roundtables, meetings, conference calls, videoconfer-
ences, trainings, training programs, personal communication of employees,
corporate holidays)
20 60 20
Manager personal folder (for transferring information) - 80 20
Prepared by the author according to the results of the survey.
Note: 130 experts in various economic activities were interviewed, including 5 in the field of construction.
Table 8
Calculation of characteristics of organizational culture of construction enterprises
Features Name and value of indicators, points
Characteristic
values, points
Adaptability
Changes in the company Consumer-oriented Organizational training
0.33
0.19 0.34 0.47
Mission
Strategic planning Goal setting Vision
0.33
0.37 0.38 0.25
Interaction
Coordination Consistency Values
0.33
0.50 0.27 0.23
Engagement
Capability development Teamwork Responsibility and authority
0.33
0.20 0.43 0.37
In general 0.33
Compiled and calculated by the author on the results of the survey.
Note: 127 experts from various economic activities were interviewed, including 6 experts in the field of construction.
Calculations showed that the assessment of orga-
nizational culture surveyed is 0.33 points. According to
the scale (Table 9) the level of development of organi-
zational culture of enterprises in the field of construction
is low, because it is in the range of 0.26-0.5 points.
Table 9
The scale of assessment of the level of development
of organizational culture
Assessment of organiza-
tional culture, points
The level of development
of organizational culture
0–0.25 Very low
0.26–0.5 Low
0.51-0.75 Average
0.76-1.0 High
Compiled by the author on expert estimates.
To assess the level of development of organiza-
tional culture of construction enterprises, the technique
of D. Denison was used. The survey includes 60 ques-
tions, organized into 4 groups: adaptability, mission,
consistency and engagement. When filling out the ques-
tionnaire, 60 statements are evaluated on a five-point
scale (from 1 to 5 points), after which the respondents'
answers are translated into the average value of the eva-
luation of organizational culture characteristics. The
next step is to calculate the arithmetic average of the
scores on the survey items, for five questions for each
index, as well as the average of the indices for the cha-
racteristics of the organizational culture. The average
value of indicators of characteristics of culture is calcu-
lated. The average value of organizational culture deter-
mines the level of its development as a whole.
The calculations show that the organizational cul-
ture of construction companies is 0.69 (adaptability is
0.68; mission is 0.70; consistency is 0.72; engagement
is 0.67), it is within 0.51–0.75. This means that the level
of development of the organizational culture of the sur-
veyed enterprises is average (Table 10).
N. Rynkevich
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Економічний вісник Донбасу № 4(58), 2019
Table 10
Calculation of characteristics of organizational culture of construction enterprises
Indicators Assertion Rating
1 2 3
The ability to adapt
The ability
to change
(0.65)
The organization is very flexible and easy to change under the influence of external factors 0.50
An organization aware of what is happening to competitors and trying to respond to
changes in the external business environment
0.75
The organization constantly uses qualitatively new ways of doing work 0.75
Changes in organization are rarely met with employee resistance 0.50
Various departments within this organization often collaborate to make the necessary
changes
0.75
Attention
to customers
(0.75)
Customer comments and recommendations often lead to changes in the organization 0.75
The customer's opinion directly influences our decisions 0.75
All employees of the organization have a deep understanding of the wishes and needs
of the client
0.75
We encourage direct contact with members of the organization 0.75
The interests of the end consumer are never ignored in our decisions 0.75
Organizational Train-
ing
(0.65)
The organization encourages and rewards innovation and risk-taking 0.75
We see failure as an opportunity for learning and improvement 0.50
There are no major omissions in the organization 0.50
Learning is an important goal of daily work 0.75
We try to be sure that «the right hand knows what the left does» 0.75
Mission
Strategic direction and
intentions
(0.70)
The organization has a clear mission that gives meaning and direction to our work 0.75
The organization has a long-term goal and direction 0.75
The employee understood the strategic direction of the organization 0.75
The organization has a clear strategy for the future 0.75
The organization's strategy forces other firms to change their competitive strategies 0.50
Goals
and Objectives
(0.75)
There is complete agreement about the goals of the organization between employees
and executives
0.75
The organization's leaders set far-reaching but realistic goals 0.75
Leaders of the organization formally, publicly and openly speak about the goals we are
trying to achieve
0.75
We are constantly monitoring our progress against our stated goals 0.75
Employees at the organization understand what needs to be done to succeed in the long run 0.75
Vision
(0.65)
The organization has a vision for the future 0.50
Leaders in the organization are forward-looking 0.75
Short-term goals rarely conflict with the long-term orientation of the organization 0.75
Our vision of the future inspires and motivates our employees 0.50
We are able to accomplish short-term tasks without compromising our long-term prospects 0.75
Consistency
Coordination
and integration
(0.65)
Our approach to doing business is very consistent and predictable 0.75
There is a clear alignment of goals across the organization 0.75
Employees from different organizational units share common perspectives 0.75
It is easy to coordinate projects in different functional units of the organization 0.50
It is much easier to work with someone in another organization than it is to work with
someone from another company
0.50
Consensus
power
(0.75)
When there are differences, we work hard to reach a mutually beneficial solution for all
parties to the conflict
0.75
The firm has a strong organizational culture 0.75
There is a clear agreement on the right and wrong approaches to performing work in the
organization
0.75
It is easy for us to reach agreement even on difficult issues 0.75
We rarely find it difficult to reach agreement on key issues 0.75
Engagement
in value
(0.75)
The company has a clear and consistent set of values that determines how it does business 0.75
This company has a distinctive management style and a clear set of management methods 0.75
Executives show an example of reinforcing words with cases 0.75
There is an organization code of ethics that defines employee behavior 0.75
Ignoring the core values of the organization can lead to trouble 0.75
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Економічний вісник Донбасу № 4(58), 2019
Ending of table 10
1 2 3
Engagement
Authorization
(0.65)
Most employees in the organization are actively involved in their work 0.75
Organizational decisions are usually made at the level where the best information is avail-
able 0.75
The information is widely disseminated in an organization where anyone can access the
information they need 0.75
Each employee believes that he can have a positive impact on the work of the entire organ-
ization 0.50
Business planning in the organization is ongoing and in one way or another attracts every
employee 0.50
Development
opportunities
(0.70)
The organization delegates power to allow employees to act independently 0.75
People's abilities in an organization are seen as an important source of competitive ad-
vantage 0.75
The organization continuously invests in the training of its employees 0.50
The level of human capacity of the organization is constantly increasing 0.75
Problems rarely arise in an organization, so employees have the skills they need to work 0.75
Teamwork
orientation
(0.65)
Co-operation and collaboration of employees with different functional roles in the organi-
zation are actively encouraged 0.50
Working in an organization means being part of a team 0.50
Work is organized in the company so that every second employee was able to see the link
between their activities and goals of the organization 0.75
Teams – primary «building blocks» of the organization 0.75
Organizations rely more on horizontal control and coordination than on a hierarchy position 0.75
Compiled and calculated by the author on the results of the survey.
Due to the fact that completing the Denison’s sur-
vey and assessing the level of organizational culture is
time consuming, the author has proposed an improved
methodology. The process of developing an integral
methodology for quantitative assessment of organiza-
tional culture consists of the following stages: prepara-
tion of a questionnaire of 24 statements regarding the
characteristics of organizational culture of enterprises;
development of methods of analysis and evaluation of
organizational culture.
The questionnaire consists of 24 statements based
on the techniques of Denison and Hofstede. As a result,
a new questionnaire is formed with 24 statements, as-
sessments of which determine the organizational culture
profile.
The assessment methodology is quantitative and
includes procedures for collecting and analyzing data on
the organizational culture of the enterprise. The proce-
dure of organizational culture research consists of the
following stages: filling in the questionnaires by ex-
perts; collecting and processing of received data; analy-
sis and evaluation of the organizational culture develop-
ment of the enterprise. The analysis and evaluation of
organizational culture is carried out by calculating the
obtained indicators with the following steps:
1. Translating respondents' answers from a five-
point rating scale to the average of the evaluation of or-
ganizational culture characteristics (Table 11).
Table 11
Transfer of points in the answers of the respondents
Answer values (points) 1 2 3 4 5
Evaluation of answers 0 0.25 0.5 0.75 1
Compiled by the author.
2. The average arithmetic estimation of indicators
on the items of the questionnaire (total 24) is calculated.
3. The arithmetic mean of two questions for each
indicator is calculated (12 in total).
4. The average value of indicators on the characte-
ristics of culture (total 4) is calculated.
5. The average value of indicators of cultural cha-
racteristics is calculated. The average value of organiza-
tional culture determines the level of its development as
a whole.
Calculations on the example of construction com-
panies showed that the Alpha Cronbach's ratio is 0.999.
The coefficient of variation is 16.4%. In this regard, it is
possible to take the average values for analyzing the or-
ganizational culture of enterprises (Tables 12, 13).
Table 12
The arithmetic average of indicators
for the points of the questionnaire
Questionnaire
points
Rating Questionnaire
points
Rating
1 0.464 13 0.607
2 0.607 14 0.607
3 0.679 15 0.679
4 0.750 16 0.779
5 0.679 17 0.714
6 0.464 18 0.750
7 0.786 19 0.786
8 0.607 20 0.607
9 0.786 21 0.821
10 0.643 22 0.536
11 0.750 23 0.929
12 0.571 24 0.750
Designed and compiled by the author.
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Економічний вісник Донбасу № 4(58), 2019
Table 13
Assessment of organizational culture
characteristics of construction enterprises
Organizational Culture Characteristics /
Indicators
Average
Values
Adaptability 0.608
The capacity for organizational change 0.536
Focusing on consumers 0.715
Organizational training 0.572
Mission 0.691
Strategic direction and intentions 0.697
Objectives and perspectives 0.715
Vision 0.661
Consistency (consistency) 0.689
Key values 0.732
The ability to consensus 0.729
Coordination and integration 0.607
Engagement 0.739
Delegation of authority 0.786
Orientation to teamwork 0.840
Capability development 0.679
Overall score 0.682
Designed and compiled by the author.
Thus, the calculations of the integral index of or-
ganizational culture showed that construction enter-
prises have an average level of its development, since
the values are in the range of 0.5 to 0.75.
Conclusions. The results of the study allow us to
draw the following conclusions. Enterprises in the con-
struction sector have a fairly clear idea of their purpose
and direction (the value of the indicator «Strategic di-
rection and intentions» – 0.697). The mission statement,
understood by the management, is understood by all em-
ployees and gives their actions purposefulness (Goal
and perspective indicator – 0.715).
Companies have a sufficient level of employee
dedication, their own approach to doing business (Coor-
dination and Integration indicator – 0.607) and a clear
set of key values (Key Value Indicator – 0.732).
Enterprises in the construction industry have a suf-
ficient understanding of their customers' needs and
needs (consumer focus indicator is 0.715, but they are
not well adjusted to organizational changes and are not
adaptable to changes in the environment (Change ability
indicator 0.536; Organizational learning indicator –
0.572).
Employees of construction companies have a high
level of involvement: they are dedicated to their work
(the indicator «Development opportunities» – 0.679; the
indicator «Orientation to work in a team» – 0.840).
It should be noted that in modern conditions, con-
struction companies should focus on flexible develop-
ment and internal focus.
Prospects for further research in this area are to de-
velop a marketing strategy for managing the organiza-
tional culture of enterprises of different types of eco-
nomic activity, taking into account their specificity.
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Ринкевич Н. С. Емпіричне дослідження особ-
ливостей розвитку організаційної культури буді-
вельних підприємств
На даний час актуалізуються проблеми розвитку
організаційної культури підприємств різних видів еко-
номічної діяльності з урахуванням їх специфіки. Це до-
зволяє досягти більшої гнучкості й здатності опера-
тивно реагувати на зміни внутрішнього і зовнішнього
середовища, посилити конкурентні позиції на ринках
збуту, що відповідає сучасним умовам господарю-
вання.
Мета даного дослідження полягає в емпіричному
дослідженні особливостей організаційної культури бу-
дівельних підприємств, виявленні тенденцій її роз-
витку в сучасних умовах та удосконаленні методич-
ного підходу до оцінювання рівня розвитку.
У результаті дослідження проаналізовано дина-
міку кількості зайнятих і найманих працівників у сфері
будівництва. Викладено результати проведеного екс-
пертного опитування з метою виявлення сучасних про-
блем, бар’єрів, особливостей, тенденцій та шляхів роз-
витку організаційної культури будівельних підпри-
ємств в Україні. Виконано оцінку рівня розвитку орга-
нізаційної культури підприємств. Запропоновано інте-
гральну методику оцінки організаційної культури бу-
дівельних підприємств. Апробація даної методики по-
казала, що обстежені підприємства мають середній рі-
вень розвитку організаційної культури (0,69), оскільки
значення інтегрального показника знаходиться в ме-
жах 0,5–0,75.
Ключові слова: будівельне підприємство, органі-
заційна культура, управління розвитком організаційної
культури, експертне опитування, методики оцінки,
тенденції, ефективність.
Rynkevich N. Empirical Research of Development
Features of the Organizational Culture of Construction
Enterprises
Currently, the problems of developing the organiza-
tional culture of enterprises of various types of economic
activity are being updated taking into account their speci-
fics. This allows you to achieve greater flexibility and the
ability to quickly respond to changes in the internal and ex-
ternal environment, to strengthen competitive positions in
the sales markets, which corresponds to modern business
conditions.
The purpose of this study is an empirical research of
the organizational culture of construction enterprises, iden-
tifying trends in its development in modern conditions and
improving the methodological approach to assessing the
level of development.
As a result of the research, the dynamics of the num-
ber of employed and hired workers in the construction in-
dustry is analyzed. The results of an expert survey are pre-
sented to identify current problems, barriers, features,
trends and ways of developing the organizational culture of
construction enterprises in Ukraine. An assessment of the
level of development of the organizational culture of enter-
prises. An integrated methodology for assessing the orga-
nizational culture of construction enterprises is proposed.
Testing of this methodology showed that the surveyed en-
terprises have an average level of organizational culture de-
velopment (0.69), since the value of the integral indicator
is in the range of 0.5-0.75.
Keywords: construction enterprise, organizational
culture, organizational culture development management,
expert survey, assessment methods, trends, efficiency.
Рынкевич Н. С. Эмпирическое исследование
особенностей развития организационной культуры
строительных предприятий
В настоящее время актуализируются проблемы
развития организационной культуры предприятий раз-
личных видов экономической деятельности с учетом
их специфики. Это позволяет достичь большей гибко-
сти и способности оперативно реагировать на измене-
ния внутренней и внешней среды, усилить конкурент-
ные позиции на рынках сбыта, что соответствует со-
временным условиям хозяйствования.
Цель данного исследования заключается в эмпи-
рическом исследовании особенностей организацион-
ной культуры строительных предприятий, выявлении
тенденций ее развития в современных условиях и со-
вершенствовании методического подхода к оценке
уровня развития.
В результате исследования проанализирована ди-
намика количества занятых и наемных работников в
сфере строительства. Изложены результаты проведен-
ного экспертного опроса с целью выявления современ-
ных проблем, барьеров, особенностей, тенденций и пу-
тей развития организационной культуры строитель-
ных предприятий в Украине. Выполнена оценка
уровня развития организационной культуры предпри-
ятий. Предложена интегральная методика оценки орга-
низационной культуры строительных предприятий.
Апробация данной методики показала, что обследо-
ванные предприятия имеют средний уровень развития
организационной культуры (0,69), поскольку значение
интегрального показателя находится в пределах 0,5-
0,75.
Ключевые слова: строительное предприятие, ор-
ганизационная культура, управление развитием орга-
низационной культуры, экспертный опрос, методики
оценки, тенденции, эффективность.
Received by the editors: 09.12.2019
and final form 19.12.2019
|