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|Title:||Power distance in Singapore construction organizations: Implications for project managers|
|Authors:||Tan, W. |
|Citation:||Tan, W.,Chong, E. (2003). Power distance in Singapore construction organizations: Implications for project managers. International Journal of Project Management 21 (7) : 529-536. ScholarBank@NUS Repository. https://doi.org/10.1016/S0263-7863(02)00062-5|
|Abstract:||This study attempts to isolate the key factors that affect power distance perceptions by middle-level construction employees in Singapore. Knowledge of power distance enables project managers to manage projects more effectively. It is hypothesized that such perceptions are based on a large number of constructs, and factor analysis was used to extract key factors from a questionnaire survey of 104 employees using quota sampling. It was found that perceptions of power distance were largely influenced by organization climate and employees' value systems. Given the relative stability of value systems, the clear implication is that attempts to change perceptions of power distance should concentrate on changing organization climate, particularly towards employee-centred project management and flatter hierarchies. © 2003 Elsevier Ltd and IPMA. All rights reserved.|
|Source Title:||International Journal of Project Management|
|Appears in Collections:||Staff Publications|
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