A Study of the Organisational Culture of a Property Developer in Singapore
Corporate culture can have a significant impact on a firm's long-term economic performance. Firms with a culture that emphasised all key managerial constituencies and leadership from managers at all levels out-performed firms that did not. Corporate cultures that inhibit strong long-term fina...
| Main Author: | |
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| Format: | Dissertation (University of Nottingham only) |
| Language: | English |
| Published: |
2006
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| Online Access: | https://eprints.nottingham.ac.uk/20171/ |
| _version_ | 1848792030752276480 |
|---|---|
| author | Ong, Kung Yew |
| author_facet | Ong, Kung Yew |
| author_sort | Ong, Kung Yew |
| building | Nottingham Research Data Repository |
| collection | Online Access |
| description | Corporate culture can have a significant impact on a firm's long-term economic performance. Firms with a culture that emphasised all key managerial constituencies and leadership from managers at all levels out-performed firms that did not. Corporate cultures that inhibit strong long-term financial performance are not rare; they develop easily. Once such culture exist, they can be enormously difficult to change because they are often invisible to the people involved. Although tough to change, corporate cultures can be made more performance enhancing; it requires time, leadership and a realistic vision.
This research on the organisational culture of a property development firm in Singapore showed that there is a significant gap between the existing and preferred organisational culture in the firm. The firm's preferred culture is one that gives empowerment to staff, one that is democratic and caring among the staff. However, the existing culture is one where staff perceived that they are managed by power, systems and procedures. Should the culture remain unchanged, there is a possibility that when the job market improves the firm may face a difficulty in retaining talented personnel that wants to be challenged with greater responsibility.
It is suggested that the firm adopts an evolutionary adaptation to effect a sustainable change in the firm's culture. This method is gentle, incremental, decentralised and over time produces a broad and lasting shift in culture with less upheaval. |
| first_indexed | 2025-11-14T18:37:56Z |
| format | Dissertation (University of Nottingham only) |
| id | nottingham-20171 |
| institution | University of Nottingham Malaysia Campus |
| institution_category | Local University |
| language | English |
| last_indexed | 2025-11-14T18:37:56Z |
| publishDate | 2006 |
| recordtype | eprints |
| repository_type | Digital Repository |
| spelling | nottingham-201712018-01-09T22:04:45Z https://eprints.nottingham.ac.uk/20171/ A Study of the Organisational Culture of a Property Developer in Singapore Ong, Kung Yew Corporate culture can have a significant impact on a firm's long-term economic performance. Firms with a culture that emphasised all key managerial constituencies and leadership from managers at all levels out-performed firms that did not. Corporate cultures that inhibit strong long-term financial performance are not rare; they develop easily. Once such culture exist, they can be enormously difficult to change because they are often invisible to the people involved. Although tough to change, corporate cultures can be made more performance enhancing; it requires time, leadership and a realistic vision. This research on the organisational culture of a property development firm in Singapore showed that there is a significant gap between the existing and preferred organisational culture in the firm. The firm's preferred culture is one that gives empowerment to staff, one that is democratic and caring among the staff. However, the existing culture is one where staff perceived that they are managed by power, systems and procedures. Should the culture remain unchanged, there is a possibility that when the job market improves the firm may face a difficulty in retaining talented personnel that wants to be challenged with greater responsibility. It is suggested that the firm adopts an evolutionary adaptation to effect a sustainable change in the firm's culture. This method is gentle, incremental, decentralised and over time produces a broad and lasting shift in culture with less upheaval. 2006 Dissertation (University of Nottingham only) NonPeerReviewed application/pdf en https://eprints.nottingham.ac.uk/20171/1/Thesis.pdf Ong, Kung Yew (2006) A Study of the Organisational Culture of a Property Developer in Singapore. [Dissertation (University of Nottingham only)] (Unpublished) |
| spellingShingle | Ong, Kung Yew A Study of the Organisational Culture of a Property Developer in Singapore |
| title | A Study of the Organisational Culture of a Property Developer in Singapore |
| title_full | A Study of the Organisational Culture of a Property Developer in Singapore |
| title_fullStr | A Study of the Organisational Culture of a Property Developer in Singapore |
| title_full_unstemmed | A Study of the Organisational Culture of a Property Developer in Singapore |
| title_short | A Study of the Organisational Culture of a Property Developer in Singapore |
| title_sort | study of the organisational culture of a property developer in singapore |
| url | https://eprints.nottingham.ac.uk/20171/ |