Abstract
The aim of this chapter is to assess the organizational culture in construction industry in Croatia. The introductory part of the chapter highlights the purpose of the study presented in terms of learning the characteristics of the current and preferred organizational culture of the Croatian construction industry as well as understanding the relationship between the culture and competitiveness. Being a transitional country, Croatia is facing the need for behavior change of companies seeking competitive advantage, especially after becoming a part of the united European market. In a labor-intensive business like construction, adaptation of companies strongly depends on the underlying values and assumptions of their employees. Therefore, change management implies a need to learn about culture profiles. Results of the conducted research reveal culture profiles within construction industry in Croatia in respect of the size, core business, regional orientation and ownership of the analyzed companies. The preferences of existing engineers together with expectations of Generation Y have been also considered in order to anticipate the trends and necessary changes of organizational culture in construction industry in Croatia. Finally, findings of the cross-country analysis of culture's implications on competitiveness will be presented, proving that culture's role should be considered by decision makers trying to improve competitiveness.
Highlights
Human behavior is significantly determined by organizational culture
In the light of the abovementioned facts, the purpose of this study is to learn the relationship between the culture and competitiveness as well as the competitiveness implications of the current and preferred culture profile characteristic of the Croatian construction industry
Given that Croatia is a small country and considering that the results provide information about the attitudes of nearly a quarter of the population, they can be considered a fair indication of overall trends of organizational culture in Croatian construction industry
Summary
Human behavior is significantly determined by organizational culture. Organizational Culture shared by members of a group, which defines the group’s view of itself and its environment as well as its way of performing daily activities [1]. It should be emphasized that in terms of organizational culture, group can stand for a nation, an industry segment, a company or any other relatively stable social construct. There are authors pointing to differences between organizational culture and national culture. There is a consensus that culture is always about sharing collective values and behavior by members of the group, national cultures differ mainly on the level of fundamental values, while organizational cultures alter more on the level of perfunctory practices and can be more manageable. Organizational culture is determined by the national culture [2–4]
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