Vaughan Coffey is Lecturer in Construction and Project Management in the School of Urban Development at Queensland University of Technology, Australia, and was formerly a senior manager in the Construction and Development Division of the Hong Kong Housing Department, with special interests in organisational culture, construction quality issues and performance monitoring.

'...a timely and welcome contribution to the drive for better understanding of culture in construction and its importance for management of both firms and projects.' - Construction Management and Economics

• 1. An Introduction to Organisations, Culture, Performance and Construction 2. Organisations, Culture and Climate 3. Organizational Culture Studies 4. Measuring Organisational Performance and Effectiveness 5. Organisational Culture and Effectiveness – The Link Between Them 6. Research on the Relationship Between Organisational Culture and Performance in Hong Kong Construction Companies 7. The Hong Kong Experiment – Presentation of Demographic Data, Overall Results and some Descriptive and Qualitative Analysis 8. Detailed Statistical Analysis of the Docs and Pass Data in Relation to the Major Research Questions 9. Four Hong Kong Construction Mini-Case Studies 10. Conclusions and Future Research Directions

Vaughan Coffey is Lecturer in Construction and Project Management in the School of Urban Development at Queensland University of Technology, Australia, and was formerly a senior manager in the Construction and Development Division of the Hong Kong Housing Department, with special interests in organisational culture, construction quality issues and performance monitoring.

'...a timely and welcome contribution to the drive for better understanding of culture in construction and its importance for management of both firms and projects.' - Construction Management and Economics

• 1. An Introduction to Organisations, Culture, Performance and Construction 2. Organisations, Culture and Climate 3. Organizational Culture Studies 4. Measuring Organisational Performance and Effectiveness 5. Organisational Culture and Effectiveness – The Link Between Them 6. Research on the Relationship Between Organisational Culture and Performance in Hong Kong Construction Companies 7. The Hong Kong Experiment – Presentation of Demographic Data, Overall Results and some Descriptive and Qualitative Analysis 8. Detailed Statistical Analysis of the Docs and Pass Data in Relation to the Major Research Questions 9. Four Hong Kong Construction Mini-Case Studies 10. Conclusions and Future Research Directions

Vaughan Coffey is Lecturer in Construction and Project Management in the School of Urban Development at Queensland University of Technology, Australia, and was formerly a senior manager in the Construction and Development Division of the Hong Kong Housing Department, with special interests in organisational culture, construction quality issues and performance monitoring.

'...a timely and welcome contribution to the drive for better understanding of culture in construction and its importance for management of both firms and projects.' - Construction Management and Economics

• 1. An Introduction to Organisations, Culture, Performance and Construction 2. Organisations, Culture and Climate 3. Organizational Culture Studies 4. Measuring Organisational Performance and Effectiveness 5. Organisational Culture and Effectiveness – The Link Between Them 6. Research on the Relationship Between Organisational Culture and Performance in Hong Kong Construction Companies 7. The Hong Kong Experiment – Presentation of Demographic Data, Overall Results and some Descriptive and Qualitative Analysis 8. Detailed Statistical Analysis of the Docs and Pass Data in Relation to the Major Research Questions 9. Four Hong Kong Construction Mini-Case Studies 10. Conclusions and Future Research Directions