How is organisational and national culture relevant to making project procurement choices? This is a question that is not, in the view of many of us concerned with the study of procurement, asked frequently enough and answered sufficiently clearly to impart the required sense of...

This paper reports the findings of a survey undertaken with a government department in Queensland, Australia and it focuses on the perceptions of professional personnel. A mismatch is found in both the organisational structure and organisational culture developed in the department. The level of...

Trust is the principle foundation of partnering and relationship management. Successful partnering can only be achieved when a cooperative relationship is built between partners. In order to build either a long or short-term relationship, trust is a major component because of the increase in...

Stakeholder management is part of the project management process and this ongoing research builds on previous studies in the field of relationship management in Hong Kong and Australia and presents a testable stakeholder management process model in which the concepts of empowerment,...

The significance of a link between organisational culture and organisational performance has long been recognised in both mainstream management literature as well as in the construction management literature. Within the construction research domain, the impact of culture and organisation on...

Control is purposive or goal directed, hence, there are underlying drivers and consequences of the exercise of control modes and mechanisms. In response to recent empirical findings that cast doubts on the empowerment-control incompatibility thesis, the broader question of whether control is...