建设项目业主方组织文化、知识共享对项目绩效的影响研究
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摘要
近年来，我国社会经济建设的快速发展，不仅催生了大量的建设工程项目，而且这些项目的规模和复杂性也不断增加，对项目管理的要求也不断提高。建设项目业主方作为整个项目的组织者和资源集成者，其组织与管理在建设项目管理中的重要性也日益凸显。其中，有关建设项目业主方的组织文化及其知识共享对项目绩效的影响研究，不仅对项目实践具有重要的应用价值，同时也是建设项目管理研究领域尚未予以充分关注和值得探索的课题，对建设项目管理知识体系的发展与完善具有重要的理论意义。
首先，本研究在充分地比较和理解相关文献的基础上，对组织文化、知识共享以及项目绩效的定义与内涵、测量和相关性研究进行了梳理，并结合建设项目一次性及其组织临时性等特点，选取了Denison的组织文化量表、显性/隐性知识共享量表作为业主方组织文化及知识共享的测量工具。
随后，本文进一步对组织文化、知识共享和项目绩效的维度之间相关关系进行了理论推导并提出假设，构建了“组织文化—知识共享—项目绩效”的理论模型。课题研究拟从知识共享的视角，探查组织文化通过知识共享的中介作用影响项目绩效的过程机制，同时关注人口特征和组织特征变量在该过程中的影响差异。
之后，本研究先通过小样本前测修订量表条款并形成了最终调查问卷。然后基于682份有效大样本数据，运用SPSS19.0和AMOS18.0等统计分析软件对测量工具的有关信度和效度进行了评价，并对研究假设进行了检验，得出了以下研究结论：第一，建设项目业主方组织文化显著正向影响项目绩效。其中，适应性的影响最强，其次为一致性，参与性和目的性居后；第二，建设项目业主方组织文化四个维度对知识共享两个维度的影响具有程度和方向上的显著差异。其中，参与性和适应性对知识共享两个维度均具有显著的正向影响；一致性对知识共享两个维度不存在统计意义上的显著影响；目的性只对显性知识共享具有显著的负向影响，对隐性知识共享不存在统计意义上的显著影响；第三，建设项目业主方组织的知识共享显著影响项目绩效。从实证中可以看到，隐性知识共享对项目绩效的影响程度要强于显性知识共享；第四，知识共享在组织文化的部分维度对项目绩效的影响中起到了显著的部分中介作用。显性知识共享在组织文化参与性、目的性和适应性对项目绩效的影响中起到了显著的部分中介作用，其中在参与性、适应性对项目绩效的影响中起到了显著的正向中介作用，而在目的性对项目绩效的影响中起到了显著的负向中介作用；隐性知识共享在组织文化参与性和适应性对项目绩效的影响中起到了显著的正向中介作用；知识共享两个维度在一致性对项目绩效的影响关系中没有显著的中介作用；第五，部分人口特征和组织特征变量的不同组别在对组织文化、知识共享和项目绩效的影响上存在着显著差异。员工在目前组织的工作年限、项目中的职位、项目规模、项目组织的成立年限和项目组织员工人数的不同组别在对组织文化、知识共享和项目绩效部分维度的影响上存在着显著差异。
最后，本文对课题研究的结论、启示和局限性进行了讨论，并展望了未来的研究方向。
In recent years, China's socio-economic development grows rapidly, a fact thathas not only boosted a large number of construction projects, but also escalated thescale and complexity of these projects, and increased the requirements for projectmanagement. As the general organizer and resources integrator of a constructionproject, project owner s role in organization and management is also getting more andmore prominent. Thereinto, the impact of construction project owner s organizationalculture and knowledge sharing on project performance is not only of crucialpragmatic value to project implementation, but also an unexploited subject on theconstruction project management that should attain much more attention andexploration. It is also of theoretical significance to the development and optimizationof project management system.
On a basis of extensive comparison and study of relevant resources, this articlesorts out the researches on the definition, connotation, measurement and correlation oforganizational culture, knowledge sharing and project performance; and choosesDenison s Organizational Culture Questionnaire and explicit knowledge/tacitknowledge sharing model as the measurement tools for owner s organizational cultureand knowledge sharing.
This article proposes further theoretical derivation and hypothesis on theinterrelation between organizational culture, knowledge sharing and projectperformance, and builds up the organizational culture-knowledge sharing-projectperformance theoretical model. From the viewpoint of knowledge sharing, thisresearch plans to discuss about the mechanism of how organizational culture impactson project performance through knowledge sharing s mediation. It also investigatesthe different influence of demographic characteristics and organizational traits duringthe process.
Then, this article revises the terms of scale with a pre-survey of small sampleand finalizes a final questionnaire. Based on the682large samples data, this paperevaluates the reliability and validity of measurement scales, and verifies the researchhypothesis with analytical tools such like SPSS19.0and AMOS18.0. This articlederives the research conclusion mainly in the following five aspects: Firstly, construction project owner s organizational culture has significant positive effect onproject performance. Thereinto, the effect of adaptability is the strongest, followed bythat of consistency, and then involvement and mission. Secondly, the four dimensionsof project owner s organizational culture have different effects on the two dimensionsof knowledge sharing. The differences lie in magnitude and direction. Involvementand adaptability demonstrate significant positive effect on knowledge sharing s twodimensions; consistency exerts no statistical effect; the mission has only significantnegative effect on explicit knowledge sharing while no significant effect on tacitknowledge. Thirdly, the knowledge sharing of construction project owner hassignificant impact on project performance. Empirical study finds that the impact fromtacit knowledge sharing is stronger than from explicit knowledge sharing. Fourthly,knowledge sharing plays a significant partial mediate role when partial dimensions oforganizational culture impact on project performance. Explicit knowledge sharingplays a significant partial mediate role when organizational culture s involvement,mission and adaptability impact on project performance. Thereinto, the mediation issignificant positive in the effect of involvement and adaptability on projectperformance, while is negative in that of mission. Tacit knowledge sharing plays asignificant positive partial mediate role when organizational culture s involvementand adaptability impact on project performance. Both dimensions play no significantmediate role when consistency impacts on project performance. Fifthly, differentgroups of partial demographic characteristics and organizational traits have distinctinfluence on organizational culture, knowledge sharing and project performance.Those characteristic variables includes employees working experience and position incurrent organization, project scale, establishment year of project organization as welldifferent teams by size.
Finally, this paper discusses the conclusions, enlightenments and limitations ofthis research, and indicates the directions for the future study.
首先，本研究在充分地比较和理解相关文献的基础上，对组织文化、知识共享以及项目绩效的定义与内涵、测量和相关性研究进行了梳理，并结合建设项目一次性及其组织临时性等特点，选取了Denison的组织文化量表、显性/隐性知识共享量表作为业主方组织文化及知识共享的测量工具。
随后，本文进一步对组织文化、知识共享和项目绩效的维度之间相关关系进行了理论推导并提出假设，构建了“组织文化—知识共享—项目绩效”的理论模型。课题研究拟从知识共享的视角，探查组织文化通过知识共享的中介作用影响项目绩效的过程机制，同时关注人口特征和组织特征变量在该过程中的影响差异。
之后，本研究先通过小样本前测修订量表条款并形成了最终调查问卷。然后基于682份有效大样本数据，运用SPSS19.0和AMOS18.0等统计分析软件对测量工具的有关信度和效度进行了评价，并对研究假设进行了检验，得出了以下研究结论：第一，建设项目业主方组织文化显著正向影响项目绩效。其中，适应性的影响最强，其次为一致性，参与性和目的性居后；第二，建设项目业主方组织文化四个维度对知识共享两个维度的影响具有程度和方向上的显著差异。其中，参与性和适应性对知识共享两个维度均具有显著的正向影响；一致性对知识共享两个维度不存在统计意义上的显著影响；目的性只对显性知识共享具有显著的负向影响，对隐性知识共享不存在统计意义上的显著影响；第三，建设项目业主方组织的知识共享显著影响项目绩效。从实证中可以看到，隐性知识共享对项目绩效的影响程度要强于显性知识共享；第四，知识共享在组织文化的部分维度对项目绩效的影响中起到了显著的部分中介作用。显性知识共享在组织文化参与性、目的性和适应性对项目绩效的影响中起到了显著的部分中介作用，其中在参与性、适应性对项目绩效的影响中起到了显著的正向中介作用，而在目的性对项目绩效的影响中起到了显著的负向中介作用；隐性知识共享在组织文化参与性和适应性对项目绩效的影响中起到了显著的正向中介作用；知识共享两个维度在一致性对项目绩效的影响关系中没有显著的中介作用；第五，部分人口特征和组织特征变量的不同组别在对组织文化、知识共享和项目绩效的影响上存在着显著差异。员工在目前组织的工作年限、项目中的职位、项目规模、项目组织的成立年限和项目组织员工人数的不同组别在对组织文化、知识共享和项目绩效部分维度的影响上存在着显著差异。
最后，本文对课题研究的结论、启示和局限性进行了讨论，并展望了未来的研究方向。
In recent years, China's socio-economic development grows rapidly, a fact thathas not only boosted a large number of construction projects, but also escalated thescale and complexity of these projects, and increased the requirements for projectmanagement. As the general organizer and resources integrator of a constructionproject, project owner s role in organization and management is also getting more andmore prominent. Thereinto, the impact of construction project owner s organizationalculture and knowledge sharing on project performance is not only of crucialpragmatic value to project implementation, but also an unexploited subject on theconstruction project management that should attain much more attention andexploration. It is also of theoretical significance to the development and optimizationof project management system.
On a basis of extensive comparison and study of relevant resources, this articlesorts out the researches on the definition, connotation, measurement and correlation oforganizational culture, knowledge sharing and project performance; and choosesDenison s Organizational Culture Questionnaire and explicit knowledge/tacitknowledge sharing model as the measurement tools for owner s organizational cultureand knowledge sharing.
This article proposes further theoretical derivation and hypothesis on theinterrelation between organizational culture, knowledge sharing and projectperformance, and builds up the organizational culture-knowledge sharing-projectperformance theoretical model. From the viewpoint of knowledge sharing, thisresearch plans to discuss about the mechanism of how organizational culture impactson project performance through knowledge sharing s mediation. It also investigatesthe different influence of demographic characteristics and organizational traits duringthe process.
Then, this article revises the terms of scale with a pre-survey of small sampleand finalizes a final questionnaire. Based on the682large samples data, this paperevaluates the reliability and validity of measurement scales, and verifies the researchhypothesis with analytical tools such like SPSS19.0and AMOS18.0. This articlederives the research conclusion mainly in the following five aspects: Firstly, construction project owner s organizational culture has significant positive effect onproject performance. Thereinto, the effect of adaptability is the strongest, followed bythat of consistency, and then involvement and mission. Secondly, the four dimensionsof project owner s organizational culture have different effects on the two dimensionsof knowledge sharing. The differences lie in magnitude and direction. Involvementand adaptability demonstrate significant positive effect on knowledge sharing s twodimensions; consistency exerts no statistical effect; the mission has only significantnegative effect on explicit knowledge sharing while no significant effect on tacitknowledge. Thirdly, the knowledge sharing of construction project owner hassignificant impact on project performance. Empirical study finds that the impact fromtacit knowledge sharing is stronger than from explicit knowledge sharing. Fourthly,knowledge sharing plays a significant partial mediate role when partial dimensions oforganizational culture impact on project performance. Explicit knowledge sharingplays a significant partial mediate role when organizational culture s involvement,mission and adaptability impact on project performance. Thereinto, the mediation issignificant positive in the effect of involvement and adaptability on projectperformance, while is negative in that of mission. Tacit knowledge sharing plays asignificant positive partial mediate role when organizational culture s involvementand adaptability impact on project performance. Both dimensions play no significantmediate role when consistency impacts on project performance. Fifthly, differentgroups of partial demographic characteristics and organizational traits have distinctinfluence on organizational culture, knowledge sharing and project performance.Those characteristic variables includes employees working experience and position incurrent organization, project scale, establishment year of project organization as welldifferent teams by size.
Finally, this paper discusses the conclusions, enlightenments and limitations ofthis research, and indicates the directions for the future study.
引文
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