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Matrix organizational structure, culture and commitment: a Hong Kong public sector case study of change

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  • Steve Rowlinson

Abstract

This paper reports on the impact of organizational change on a government department in Hong Kong. It focuses on the perceptions of professional personnel of the organizational culture developed in the depart4 ment and its mismatch with their expectations. The commitment of the professionals to their organization was measured, and found to be limited solely to a level of continuance commitment. The results of the study are discussed and explained in part by reference to Hofstede's cultural concepts of power distance and individualism, and by reference to traditional Chinese cultural values.

Suggested Citation

  • Steve Rowlinson, 2001. "Matrix organizational structure, culture and commitment: a Hong Kong public sector case study of change," Construction Management and Economics, Taylor & Francis Journals, vol. 19(7), pages 669-673.
    • Handle: RePEc:taf:conmgt:v:19:y:2001:i:7:p:669-673
    DOI: 10.1080/01446190110066137
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    Cited by:

    1. Xiao-Hua Jin & Florence Yean Yng Ling, 2005. "Constructing a framework for building relationships and trust in project organizations: two case studies of building projects in China," Construction Management and Economics, Taylor & Francis Journals, vol. 23(7), pages 685-696.
    2. Rómulo Pinheiro & Bjørn Stensaker, 2014. "Designing the Entrepreneurial University: The Interpretation of a Global Idea," Public Organization Review, Springer, vol. 14(4), pages 497-516, December.
    3. Iliyasu Shiyanbade Najeemdeen & Bello Taofik Abidemi & Farah Diana Rahmat & Bannah Daniel Bulus, 2018. "Perceived Organizational Culture and Perceived Organizational Support on Work Engagement," Academic Journal of Economic Studies, Faculty of Finance, Banking and Accountancy Bucharest,"Dimitrie Cantemir" Christian University Bucharest, vol. 4(3), pages 199-208, September.

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