Ng, Sin Hong
(2021)
Bureaucratisation Of Codified
Project Management Practices And
Its Impact On Project Performance
Within Malaysian Construction And
Property Development Industries.
PhD thesis, Perpustakaan Hamzah Sendut.
Abstract
In recent decades, the emphasis on project management activities has
expanded substantially, perceived as a method to enhance project performance. Such
rapid evolution has inevitably led to two opposing points of view, with some
researchers found the usual methods of prefixed rules and regulations to be a
bureaucratisation of management styles in the Weberian tradition that improves
project performance. In contrast, other scholars have a different view, believing that
the bureaucratisation of project management is flawed and can negatively impact the
performance of project managers. The two rising differences of opinion have led to
the development of project management practices becoming an exciting field for
investigation and offers diverse views as to whether project management practices
should be fluid or comply with specific structured disciplines. This thesis aims to
explores how the bureaucratisation of codified project management practices are
relevant to project performance, with a specific investigation of the construction and
development industries in Malaysia. The competency components of the codified
project management practices are taken from the summary of the five well-known
project management institutions where 10 competency components been chosen. The
participants in this study are project managers in Malaysia's construction and
development industries. A total of 210 questionnaires were distributed, and 194
questionnaires were received. The notable finding is that all the 10 competency
components display bureaucracy with formalisation of five competency components
(PSM, PTM, PCM, PQM & PCOMM) and centralisation of another set of five
competency components (PTM, PCM, PQM, PHRM & PRM) showing a significant,
and positive relationship to project performance. The findings can serve as a guidance
to Malaysia’s construction and development industries which of the 10 competency
components should be made bureaucracy, i.e., high formalisation and high
centralisation for the enhancement of the project performance. Identifying other
project performance enablers and examining their effects could be possible for future
research. This study may be replicated in future investigations, and larger samples
may be used in different contexts, such as in different developing or developed
countries with more in-depth and more vibrant research.
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