Power distance in Singapore construction organizations: Implications for project managers
Tan, W. Chong, E.
Chong, E.
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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.
Keywords
Factor analysis, Organizational climate, Power distance, Value systems
Source Title
International Journal of Project Management
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Series/Report No.
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Date
2003
DOI
10.1016/S0263-7863(02)00062-5
Type
Article