scientific committee

SCIENTIFIC COMMITTEE Advisor Professor Ir. Dr. Mahyuddin Ramli Chief Editor Assoc. Prof. Dr. Abu Hassan Abu Bakar Editor Dr Hanizam Awang Review Board Prof Abdul Ghani Salleh Professor Julaihi Wahid Assoc. Prof. Dr. Nurwati Badarulzaman Assoc. Prof. Ar. Dr. Ab. Majid Ismail Assoc. Prof. Ir. Dr. Abdul Naser Abdul Ghani Assoc. Prof. Dr. Ahmad Sanusi Hassan Assoc. Prof. Dr. Aldrin Abdullah Assoc. Prof. Dr. Azizi Bahauddin Assoc. Prof. Dr. Fuziah Ibrahim Assoc. Prof. Dr. Hassim Mat Assoc. Prof. Dr. Kausar Hj. Ali Assoc. Prof. Lim Yoke Mui Assoc. Prof. Dr. Mohd Wira Mohd Shafiei Assoc. Prof. Dr. Sharifah Fairuz Syed Fadzil Dr. Abdelnaser Omran Ali Dr. Ahmad Hilmy Abdul Hamid Dr. Alpana Sivam Dr. Amin Akhavan Tabassi Dr. Atasya Osmadi Dr. Azizan Marzuki Dr. Hanizam Awang Dr. Hasnanywati Hassan Dr. Jian Zuo Dr. Md. Azree Othuman Mydin Dr. Mohd Zailan Suleiman Dr. Mohd Zaid Yusof Dr. Noor Faisal Abas

Dr. Matthew W. Rofe Dr. Mohd. Hanizun Hanafi Dr. Nazirah Zainul Abidin Dr. Nicholas Chileshe Dr. Norazmawati Md Sani Dr. Nor Zarifah Maliki Dr. Rahmat Azam Mustafa Dr. Rowena Butland Dr. Ruhizal Roosli Dr. Sadasivam Karuppannan Dr. Shardy Abdullah Dr. Syarmila Hany Haron Dr. Stephen Pullen Ar. Mohd. Najib Mohd. Salleh Abdul Ghapar Othman Arman Abdul Razak Jamil Jusoh Wan Mariah Wan Harun Editorial Assistant Aulina Adamy Vasanthi Perumal Muhammad Asim Tufail Khor Soo Cheen, Suzanne

CONFERENCE ORGANIZING COMMITTEE

Advisor Professor Ir. Dr. Mahyuddin Ramli Chairman Assoc. Prof. Dr. Abu Hassan Abu Bakar Committee Members Assoc. Prof. Dr. Nurwati Badarulzaman Assoc. Prof. Dr. Mohd. Rodzi Ismail Assoc. Prof. Dr. Nor’Aini Yusof Dr. Ahmad Hilmy Abdul Hamid Dr. Azizan Marzuki Dr. Hanizam Awang Dr. Hasnanywati Hassan Dr. Mazran Ismail Dr. Md Azree Othuman Mydin Dr. Mohd. Zailan Sulieman Dr. Mohd. Hanizun Hanafi Ar. Mohd Najib Mohd Salleh Dr. Nazirah Zainul Abidin Dr. Noor Faisal Abas Dr. Norazmawati Md. Sani @ Abd. Rahim Dr. Norzarifah Maliki Dr. Ruhizal Roosli Dr. Shardy Abdullah Dr. Syarmila Hany Harun Mr. Arman Abd. Razak Mr. Roslan Hj Talib Mr. Subramaniam Govindan Mr. Abdul Kahar Kalid Mr. Mohamad Adnan Omar Mr. Feyrus Samat Mr. Mohamad Fikrillah Mohamad Ridwan Mr. Mohamed Yusoff Mr. Ashahril Idrus Mrs. Hamidah Hamid Mrs. Normah Ismail Miss Aulina Adamy Miss Vasanthi R Perumal Mr. Muhammad Asim Tufail Miss Khor Soo Cheen, Suzanne

MESSAGE FROM THE VICE CHANCELLOR, UNIVERSITI SAINS MALAYSIA

Assalamualaikum Warahmatullahi Wabarakatuh and a greeting of peace. On behalf of Universiti Sains Malaysia (USM) and the organising committee, it gives me great pleasure to welcome you to the 5th International Conference on Built Environment in Developing Countries (ICBEDC) 2011. Since 2007, ICBEDC has endeavoured to bring issues concerning the Built Environment to be discussed and analysed by experts, fellow academics, practitioners and industry players alike. The theme, ‘Rehumanizing the Built Environment’, is a reflection of what we truly need in today’s global landscape which demand for a revisit to fundamental development initiatives that focus on the vital component of mankind. The balance of physical development measures have often gone askew, inclining towards reaping financial accolades. This painted a bad portrayal of the Built Environment, where adverse effects on our environment have been connoted to this industry. The Built Environment definitely needs rebranding, from a sector that exploits our natural surroundings to one that provides people with what they require most; abodes, facilities and infrastructure. This is where the human factor weighs in; by allowing the Built Environment to once again embrace its original intent, the balance that has often eluded us might be attainable. The injection of the human factor will undoubtedly bring a more sustainable approach that hinges on serving the people, rather than the industry. USM firmly believes that the omnipresence of the human factor in all life aspects will enable us to attain a more holistic conduct of living. Thus, this effort to organize the 5th ICBEDC by the School of Housing, Building and Planning is nothing less than an embodiment towards achieving this noble aim. Our gratitude also goes out to our collaborative partners from the School of Natural and Built Environments, University of South Australia for their assistance and cooperation. I applaud each of you for taking the effort in making this conference a success and at the same time wishing everyone a delightful and memorable academic sojourn here in USM and the beautiful island of Penang. I offer you all my sincerest thanks and my heartfelt regards. Thank you. Yours sincerely

Professor Dato’ Omar Osman

MESSAGE FROM THE DEAN, SCHOOL OF HOUSING, BUILDING & PLANNING,

UNIVERSITI SAINS MALAYSIA In the name of Allah, the Most Gracious and the Most Merciful. Allow me first to relay my warmest welcome and greetings to all participants of the 5th International Conference on Built Environment in Developing Countries, ICBEDC 2011. The main initiative behind these annual conferences was to promote the agenda of a better Built Environment and it is delightful to watch ICBEDC grow as a focal point in deliberating issues at the heart of this industry. The theme, ‘Rehumanizing the Built Environment’ is a continuum of sorts from the preceding conferences. If previously we were concerned about our environment, the time is nigh for us to hark back on a more simplistic but imperative premise. Our humanitarian sense has brought joy to the world, but sadly, our humanistic needs have also so often diverted us. It is only apt that we take a step back from our overindulgence in physical development and relook where the human ingredient can fit in seamlessly. By integrating the true needs of man within the Built Environment, a far reaching and beneficial framework of ideas and practices can be sought. These initiatives and incentives should be based on the underlying proposition of alleviating our fellow man from the burdens of modern living. This precept must ring true in all our undertakings, from education to our practices. Only then, can we ever hope to create Built Environment professionals who are ethical, progressive, and above all else, humane. This year, more than 150 working papers have been accepted into ICBEDC 2011 and this is an indication of the commitment of our industry researchers and practitioners. Through ICBDEC, the School of Housing, Building and Planning, and Universiti Sains Malaysia as well as the School of Natural and Built Environments, University of South Australia, hope that the Built Environment may be imbued with practical development approaches in every aspect. I offer you my sincerest appreciation for your academic endeavours and hope that your brief stay here will be a pleasant one. My cordial thanks to all who were involved in enabling us here to once again organize ICBEDC and be your gracious hosts. Thank you.

Professor Ir.Dr. Mahyuddin Ramli,DJN,PJK,FIEM,PE,ASEAN Eng.

MESSAGE FROM THE CHAIRMAN OF 5TH ICBEDC 2011 ORGANIZING COMMITTEE

Selamat Datang and welcome to participants of the International Conference on Built Environment in Developing Countries (ICBEDC 2011). The School of Housing Building & Planning, USM is proud to host the fifth series of the ICBEDC conference with the School of Natural & Built Environments, University of South Australia (UniSa). The ICBEDC conference is an important platform for academics, researchers, practitioners and keen individuals to exchange views and perspectives on the built environment issues. The conference theme of “Rehumanizing the Built Environment” is most timely as it addresses the crucial interplay of spatial design, accessibility and social interactions towards enhancing the condition and potential of enriched city living experience. Globalization, industrialization and post-modernism have transformed the spatial and temporal configurations of our cities, undermining community trust and solidarity. The rehumanizing approach aims to nurture, re-interpret and re-validate the intangible human senses, emotions, relationships, and experience so that such measures of community health may be considered in the city development agenda to rehumanize our built environment. The papers presented at ICBEDC 2011 reflect public enthusiasms on built environment issues. All papers were peer-reviewed by academics of USM and UniSa before being published in the conference proceedings. Such procedure is necessary to ensure the high quality of papers. We hope the ICBEDC 2011 will offer fresh outlooks towards creating an ecologically sustainable and humanized built environment worldwide. As Chairman of the Organizing Committee I salute all committee members for their dedication and commitment and I applaud all ICBEDC participants for making this conference a success. I also wish everyone a pleasant conference and a memorable stay here in Penang. Associate Professor Dr. Abu Hassan Abu Bakar

vi

TABLE OF CONTENTS

KEYNOTE 1 COINCIDENT AGENDAS: CLIMATE CHANGE AND SUSTAINABILITY xKEYNOTE 2 GREEN ARCHITECTURE PRACTICES IN MALAYSIA xiKEYNOTE 3 CONVERGENCE OF SUSTAINABLE BUILT ENVIRONMENT THEORIES

AND PRACTICES xii

Architecture & Urban Design (AR) CODE TITLE PAGEAR 001 THE SIGNIFICANCE OF GREEN AND ECO-NATURE IN DETERMINING THE

SUSTAINABILITY OF THE MALAYSIAN POLYTECHNIC CAMPUS 1

AR 004 ASSESSMENT OF OPEN BUILDING APPLICATION TO SAUDI DUPLEX HOUSES IN SAUDI ARABIA

13

AR 007 ATTITUDES TOWARDS APPLICATION OF UNIVERSAL DESIGN IN URBAN DEVELOPMENT PROJECTS IN IRAN

21

AR 010 STIMULATING AND INSTILLING ENVIRONMENTAL AWARENESS IN ARCHITECTURE STUDENTS

31

AR 021 THE INDOOR ENVIRONMENTAL QUALITY OF UNESCO LISTED HERITAGE BUILDINGS, GEORGE TOWN, PENANG

45

AR 023 SURVEYING SUSTAINABLE DEVELOPMENT IN IRANIAN TRADITIONAL ARCHITECTURE (CASE STUDY, BROUJERDI`S HOUSE)

58

AR 024 HOUSING FLOOR FINISHES PREFERENCE AND CHOICE IN YOLA, NIGERIA 66AR 034 THE CHOICE OF KITCHEN COMPONENT IN CONDOMINIUM, PENANG 78AR 035 SOLAR PHOTOVOLTAICS FOR VERNACULAR HOUSING IN RURAL MALAYSIA:

TOWARDS ENERGY SECURITY AND EQUITABILITY OF LOW-INCOME GROUPS 90

AR 037 A SURVEY ABOUT THE ROLE OF GEOMETRY IN IRANIAN LANDSCAPE ARCHITECTURE

102

AR 038 MODERNISM AND VERNACULAR IDENTITY:A STUDY ABOUT THE ATTITUDE OF MODERN ARCHITECTURE TOWARDS VERNACULAR ELEMENTS IN IRANIAN CONTEMPORARARY ARCHITECTURE (1945-1979)

111

AR 039 CONSERVATION OF TRADITIONAL ARCHITECTURAL HERITAGE AND BUILT ENVIRONMENT FOR UTILIZATION OF RAIN WATER ALONG THE PERSIAN GULF CASE STUDY: BANDAR KONG

119

AR 042 INVESTIGATING THE ROLE OF ENVIRONMENT ON CREATING RECREATIONAL AND TOURISM PLACES

134

AR 043 STUDY OF INTERVENE FACTORS ON CREATING SENSE OF PLACE IN IRANIAN TRADITIONAL HOUSES

141

AR 047 ARCHITECTURAL DESIGN INSPIRED BY NATURAL SYSTEMS FROM AESTHETIC VIEW

149

AR 050 THE INFLUENCING FACTORES OF URBAN ISOLATION OF MOSALLA HILL IN HAMEDAN, IRAN

157

AR 051 THE RELEVANCE OF PRE-COLONIAL SPATIAL CONCEPTS IN CONTEMPORARY SOUTH AFRICAN ARCHITECTURE

169

AR 052 PAST TO PRESENT: AN ARCHITECTURAL JOURNEY OF SHIMLA 181AR 053 A REVIEW OF SUSTAINABLE BUILDING RATING SYTEMS (SBRS) 195AR 054 HOUSE SATISFACTION PERCEIVED BY RESIDENTS OF MALAYSIAN URBAN-

MASS HOUSE DESIGN IN RELATION TO ISLAMIC WAY OF LIFE 208

AR 056 BASIC ELEMENTS IN THE THEORETICAL BASES OF CONTEMPORARYARCHITECTURE AND URBANISM(CASE STUDY OF IRAN)

219

AR 063 THE INTERACTION OF ETHICS AND ARCHITECTURE IN DEVELOPING 227

vii

COUNTRIESCASE STUDY: THE OLD CITY OF YAZD, IRAN AR 066 POST OCCUPANCY EVALUATION OF GREEN BUILDINGS: THE MEASURED

IMPACT OF OVER-GLAZING 252

AR 067 VALI-e-ASR STREET OF TEHRAN, ENCOUNTER OR COEXISTENCE SYCAMORE WITH HUMAN ARCHITECTURE

263

AR 073 UNDERSTANDING THE RELATIONSHIP BETWEEN OCCUPANTS’ PRODUCTIVITY AND DAYLIGHTING IN COMMERCIAL BUILDINGS: A REVIEW OF LITERATURE

275

AR 074 APPLICATION OF GREEN DESIGN ASPECT IN INTERIOR DESIGN PRACTICES. CASE STUDIES: HOTEL AND RESORT.PILOT STUDIES

289

AR 075 THE STUDENTS’ DEGREE OF PREFERENCES FOR RESIDENCE HALL FACILITIES AND AMENITIES, CASE STUDY OF UNIVERSITI SAINS MALAYSIA

298

AR 077 SOLAR INDUCED VENTILATION STRATEGIES IN ARCHITECTURAL CONTEXT: A REVIEW

310

AR 078 WIND-ASSISTED STACK VENTILATION STRATEGIES: POTENTIALS AND CONSTRAINTS IN MALAYSIAN CLIMATE CONDITIONS

317

Building Engineering & Technology (BE) CODE TITLE PAGEBE 005 CHOOSING THE RIGHT WATERPROOFING SYSTEMS: CASE STUDY OF THE EPF

BUILDING, MALAYSIA 327

BE 006 RISK MANAGEMENT STRATEGIES ON TRANSPORTATION HUB PROJECT DELIVERY

339

BE 008 WIND ENERGY PROJECT RISKS IN INDIA: A CRITICAL REVIEW OF LITERATURE 351BE 010 EFFECT OF HYDROPHILIC COPOLYMERS ON THE PHYSICO-MECHANICAL

PROPERTIES OF PORTLAND CEMENT MORTAR 363

BE 011 USED CARDBOARD AS ENVIRONMENTAL FRIENDLYALTERNATIVE MATERIAL 371BE 012 TITLE OFFICE LIGHTING ENERGY SAVING WITH T5 FLUORESCENT 382BE 013 TITLE OFFICE LIGHTING ENERGY SAVING WITH BRITE 27 UNIT 388BE 014 THE “SOFT SIDE” OF INFRASTRUCTURE DEVELOPMENT PROJECTS IN SMALL

ISLAND NATIONS 396

BE 015 THE EFFECT OF PARTIAL SAFETY FACTORS ON REINFORCED CONCRETE DESIGN

406

BE 016 TOWARDS AGRO-FOOD URBANISM: A POTENTIAL APPLICATION OF CHINESE AGRO-ECOLOGICAL ENGINEERING IN URBAN PLANNING AND DESIGN

417

BE 017 HIGH PERFORMANCE CONCRETE MADE WITH STEEL AND POLYPROPYLENE FIBRES

429

BE 018 THE INFLUENCE OF USING COCUNUT FIBRE AS REPLACEMENT MATERIALS IN THE PRODUCTION OF STRUCTURAL CONCRETE

441

BE 019 MULTI-CRITERIA DECISION MAKING (MCDM) MODELS AND APPLICATIONS IN WASTE MANAGEMENT: A LITERATURE REVIEW

453

BE 020 THE STATE OF MUNICIPAL SOLID WASTE MANAGEMENT IN MALAYSIA 466BE 022 MECHANICAL AND STRUCTURAL BEHAVIOR OF CONCRETE SHELL USING

PALM FIBER AS ROOF APPLICATION 473

BE 024 COMPARISON OF LIGHTWEIGHT FOAMED CONCRETE COMPREHENSIVE STRENGTH OF 1600 KG/M3 DENSITY WITH THREE DIFFERENT WATER CEMENT RATIO

486

BE 025 AN EXPERIMENTAL COMPARISON BETWEEN THE THERMAL PERFORMANCES OF HEMP FIBRE AND STONE WOOL INSULATION SAMPLES IN A RANGE OF HYGROTHERMAL CONDITIONS

497

BE 028 STUDIES ON THE SEISMIC VULNERABILITY OF BUILDINGS AGAINST THE EARTHQUAKE (CASE STUDY: SEMNAN)

510

BE 030 ENGINEERING PROPERTIES OF FOAMED CONCRETE WITH DIFFERENT ADDITIVES AS PARTIAL CEMENT AND SAND REPLACEMENT

521

BE 031 CONCRETE CONTAINING HIGH VOLUME OF METAKAOLIN AS CEMENT REPLACEMENT

531

BE 032 CAPILLARY WATER ABSORPTION OF SELF-COMPACTING CONCRETE 539

viii

CONTAINING FLY ASH BE 033 EARLY AGE CAPILLARITY OF CONCRETE INCORPORATING FOUNDRY SAND AS

REPLACEMENT OF SAND 550

BE 034 THE EFFECT OF THE TURFED ROOF ON AIR TEMPERATURE OF PLENUM SPACE

559

BE 036 STUDY ON DIMENSION CHANGES OF CONCRETE STRUCTURES SUBJECTED TO BENDING

567

BE 038 INDICATIVE STUDY ON FIRE RESISTANCE AND STRUCTURAL PERFORMANCE OF FOAMCRETE BASED SYSTEM

572

BE 039 LIGHTWEIGHT FOAMED CONCRETE STRENGTH AND STIFFNESS PREDICTION MODELS

582

Construction & Project Management (PM)

CODE TITLE PAGEPM 001 A NEW APPROACH FOR SPATIAL CONFIGURATION OF BUILT

ENVIRONMENT IN DEVELOPING COUNTRIES 590

PM 003 ELECTRICAL ENERGY AND SUSTAINABLE HOUSING DEVELOPMENT 600PM 006 LACKADAISICAL ATTITUDE TOWARD ICT ACCEPTANCE FOR

CONSTRUCTION SITE MANAGEMENT 610

PM 007 THE IMPLEMENTATION OF QUALITY SYSTEM IN ANALYZING THE WORKMANSHIP PERFORMANCE IN BUILDING CONSTRUCTION

622

PM 010 SUSTAINING THE STRATEGIES FOR REDUCING THE IMPACT OF WORK RELATED MUSCULOSKELETAL DISORDERS IN THE NIGERIA CONSTRUCTION INDUSTRY– CONTRACTOR’S PERSPECTIVES

639

PM 012 SUSTAINABILITY PRACTICES AND THE BARRIERS IN MALAYSIAN UNIVERSITIES

665

PM 013 QUALITY ASSURANCE APPROACH IN CONSTRUCTION INDUSTRY; THE MALAYSIA, SINGAPORE AND HONG KONG PERSPECTIVE

678

PM 015 THE IMPACT OF ORGANISATIONAL CULTURE ON THE PROJECT SELECTION PROCESS: THE CASE OF PUBLIC INFRASTRUCTURE PROJECT IN INDONESIA

688

PM 017 COMMERCIALIZATION OF NEW ACADEMIC IDEAS TO IMPROVE AND REDESIGN SUSTAINABLE CONSTRUCTION BY SMES

700

PM 018 INTEGRATION OF RISK MANAGEMENT AND VALUE MANAGEMENT IN PUBLIC PRIVATE PARTNERSHIP PROJECT MANAGEMENT

715

PM 019 ADVANTAGES A BIM MODEL FOR CAMPUS SPACE MANAGEMENT AT PUBLIC FACILITIES

728

PM 025 RELEVANCY OF TIME OVERRUNS PROJECTS AND PUBLIC’S AGREEMENT IN METROPOLITANS OF IRAN (CASE STUDY: TEHRAN)

740

PM 026 THE USE OF STANDARD FORM OF DOMESTIC SUBCONTRACT IN MALAYSIAN CONSTRUCTION INDUSTRY- CONTRACTOR’S PERCEPTION

746

PM 028 ANALYSIS OF NEGLECTING FACTORS SUCH AS PENETRATION AND ITS EFECTS ON IMPLEMENTED PROJECTS IN HISTORICAL TEXTUER OF SEMNAN

757

PM 031 PRACTICAL DECISION SUPPORT SYSTEM EVALUATION FOR CONSULTANT SELECTION

767

PM 032 MANAGEMENT OF RESIDENTIAL NEIGHBOURHOOD DEVELOPMENT IN MALAYSIA TOWARDS SUSTAINABILITYWATER CEMENT RATIO

782

PM 033 THE EFFECTS OF TECHNOLOGY: FACTORS MOTIVATING PROJECT MANAGEMENT TEAM SUCCESSFULLY

798

PM 034 EVALUATION OF POST-DISASTER ASSETS IN ACEH: NECESSITY OR NOT? 805PM 035 MEASURING KNOWLEDGE MANAGEMENT EFFECTIVENESS IN MALAYSIAN

CONSTRUCTION INDUSTRY: A THEORETICAL FRAMEWORK 817

PM 036 KNOWLEDGE MANAGEMENT AND ORGANIZATIONAL CULTURE IN MALAYSIAN CONSTRUCTION INDUSTRY: A THEORETICAL FRAMEWORK

826

ix

PM 037 RELATIONSHIP OF KNOWLEDGE MANAGEMENT AND GROWTH PERFORMANCE IN CONSTRUCTION COMPANIES: A FRAMEWORK

839

PM 038 STUDY ON THE RELATIONSHIP BETWEEN ENTREPRENEURSHIP AND GROWTH OF CONSTRUCTION COMPANIES: A REVIEW

850

PM 039 COMPETITIVE ADVANTAGE OF HOUSING DEVELOPERS: A REVIEW OF THEORIES

860

PM 040 HOUSE BUYER’S PREFERENCES BUILD THEN SELL OR SELL THEN BUILD PURCHASE INTENTIONS HOUSE

874

PM 041 PROBLEMS OF PROPERTY ASSET MANAGEMENT IMPLEMENTATION IN PUBLIC SCHOOLS

889

PM 042 CONCEPTUAL OF ARCHITECT DEVELOPMENT IN INDUSTRIALIZED CONSTRUCTION

904

PM 015 THE IMPACT OF ORGANISATIONAL CULTURE ON THE PROJECT

SELECTION PROCESS: The Case of Public Infrastructure Project in Indonesia

Gusti Dharmayanti 1, Vaughan Coffey2 and Bambang Trigunarsyah3 1,2,3Faculty of Built Environment & Engineering, Queensland University of

Technology, Brisbane Australia. [email protected]

ABSTRACT: Project selection is a complex decision-making process as it involves multiple objectives, constraints and stakeholders. Understanding the organisation, in particular organisational culture, is an essential stage in improving decision-making process. The influences of organisational culture on decision-making can be seen in the way people work as a team, act and cooperate in their teamwork to achieve the set goals, and also in how people think, prioritize and decide. This paper aims to give evidence of the impact of organisational culture on the decision-making process in project selection, in the Indonesian context. Data was collected from a questionnaire survey developed based on the existing models of organisational culture (Denison 1990, Hofstede 2001, and Glaser et al 1987). Four main cultural traits (involvement, consistency, mission and power-distance) were selected and employed to examine the influence of organisational culture on the effectiveness of decision-making in the current Indonesian project selection processes. The results reveal that there are differences in organisational cultures for two organisations in three provinces. It also suggests that organisational culture (particularly the traits of ‘involvement’, ‘consistency’ and ‘mission’) contribute to the effectiveness of decision-making in the selected cases.

Keywords: Organisational Culture impact, Project Selection, Decision Quality, Public infrastructure.

1. INTRODUCTION

Project selection in the public sector is conducted at the organisational level where

relevant departments must work together. However, public sector organisations are

often concerned more with complying with regulations rather than with achieving

social needs, and this situation leads to ineffective budget utilization, especially from

a community perspective (Puthamont and Charoenngam, 2007) and this is certainly

often the case in the current project selection process in Indonesia. Although there

is a degree of public participation in formal regional planning and budgeting

processes, and according to the government, is particularly aimed at identifying the

problems and the needs more accurately, this process has been identified as

ineffective in part due to a perceived lack of real government commitment (LGSP-

USAID, 2007, Soerjodibroto, 2008).

In addition, several organisational problems, such as lack of capable human

resources, lack of managerial skills, lack of coordination and communication, have

also been identified as barriers to the process and have caused a regional economic

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imbalance particularly in the Eastern part of Indonesia (Thamrin, 2005).

Understanding the make-up of any organisation, including its organisational culture,

is a crucial step in identifying such barriers, particularly in accordance with

establishing decision-making strategies for improved performance (Mack et al.,

2004).

The concept of organisational culture is widely recognized as impacting

significantly on the improvement and sustainability of superior organisational

performance (Kotter and Heskett, 1992, Denison and Mishra, 1995, Hofstede, 2001,

Cameron and Quinn, 2006, Coffey, 2010). It is also a key factor in upgrading the

quality of decision-making (Denison, 1990, Vroom and Jago, 2007, Mack et al.,

2004, Al-Yahya, 2009, Denison and Mishra, 1995). In order to establish appropriate

strategies to improve the effectiveness of the current project selection process,

consideration of the importance of the role of organisational culture as well as the

part played by technical issues is crucial.

This paper presents the result of a study investigating the impact of

organisational culture on the project selection process in the Indonesian context. In

particular it discusses the existing organisational culture of the relevant

organisations involved in the project selection process of Indonesian road

infrastructure at the regional level. The observed organisations cover The Public

Works section (PW) and The Regional Development Planning Agency (RDPA) in

selected regions in the provinces of Bali, West Nusa Tenggara and East Nusa

Tenggara. Data was obtained using a purpose developed hybrid organisational

culture survey developed from three existing survey instruments.

2. METHODOLOGY

1. 2.1 Organisational Culture Survey

The results presented in this paper are part of a broader study investigating the

impact of organisational culture on the project selection process. The questionnaire

used for this survey was developed based on a literature review of existing

organisational culture models (i.e. Denison (1990); Hofstede (2001); and Glaser et

al (1987)). It is also associated with critical elements of effective decision-making

process and the criteria of decision quality (Robbins, 2005, Adair, 2010, Mack et al.,

2004).

Four cultural traits were selected as dimensions of organisational culture, i.e.

Involvement, Consistency, Mission and Power Distance. Involvement consists of

four indices, these are ‘empowerment and Information flow’, ‘team work–conflict’,

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‘capability development’, and ‘stakeholder satisfaction’. Consistency consists of two

indices, these are ‘agreement’ and ‘coordination-integration’. Mission consists of 3

indices, these are ‘strategic-direction and intent’; ‘goals and objectives’; and ‘vision’.

These three cultural traits were derived based on the combination model of Denison

(1990); and Glaser et al (1987). Power distance was taken from one of the

Hofstede’s (2001) model. These dimensions are described as follow:

Involvement is the trait that indicates the level of involvement of the relevant

stakeholders in the decision-making process of the current project selection. It

argues that the high levels of involvement and participation create a sense of

ownership and responsibility leading to increased commitment to an

organisation and lesser need for excessive control (Denison and Mishra,

1995,p.7).

Mission is the cultural trait dimension for measuring how clear and realistic the

missions of the government are at the regional level, related to the provision of

road infrastructure. Its use in this study is to investigate whether there is a

significant link between mission and an effective project selection process. It is

implied that a strong sense of mission provides clarity and direction (Denison

and Mishra, 1995, p. 13). Providing a clear mission is the first important step to

provide direction in the decision–making process. Decisions made must

facilitate an organisation to both meet its mission and maintain its financial

viability (Mack et al., 2004).

Consistency is the cultural trait related to the criteria for achieving the quality of

decisions, in accordance with the set of objectives/missions (Vroom, 2000).

Thus, its use is justified in the context of this research to examine the

proposition that a high level of consistency contributes to the effectiveness of

the project selection process. A “strong culture” in this dimension of the model

implies that there must be consistency between principles, behaviour and

conformity to valued organisational practice, in order to obtain a high degree of

integration and coordination (Denison, 1990).

Power Distance describes how close or how distant subordinates feel from their

superiors. A high power distance culture is illustrated by decisions being made

by superiors without consulting with subordinates. In this condition employees

feel reluctant to contribute their ideas, whereas, a low power distance has a

more participative and equal relationship between superiors and subordinates

(Hofstede 2001). In other words, ‘low power distance’ contributes to the

effectiveness of the decision-making process in project selection to identify and

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measure the power-distance found in the existing process. This study examines

whether ‘low power-distance’ plays an important contributing role in the success

of the project selection process.

The survey aims to examine the relationship between organisational culture

(measured by involvement, mission, consistency and power distance) and the

effectiveness of the decision-making process in the project selection. The

respondents were required to state their level of agreement with statements related

to their current process in organisation, measured by those four cultural traits.The

measured level of agreement was based on 1 to 6 Likert scale, that is 1 for strongly

disagree; to 6 for strongly agree. There was no ‘neutral’ scale. This was to avoid a

non-comment response frequent in South-east Asian (and particularly in Indonesia)

cultures, in which people be likely to avoid to directly saying “agree” or “disagree”

(Coffey, 2010). Thus, the neutral option was divided into two opposite positions, i.e

slightly disagree and slightly agree and so the final scale used was calibrated 1 for

strongly disagree; 2 for disagree; 3 for slightly disagree; 4 for slightly agree; 5 for

agree; and 6 for strongly agree.

2. 2.2 Data Analysis

Data analysis included both the use of descriptive and inferential statistics, using

SPSS 19 for Windows (SPPS Inc., 1989, 2010). The analysis attempted to answer

these questions: (1). How does organisational culture influence the decision-making

process?; (2). What are the dominant cultural traits that contribute to success of the

decision-making in project selection?; (3). Are there any differences in cultural traits

between the two observed organisations and between the three provinces?

The descriptive statistical analysis aimed to measure the average responses of

the respondents, which were determined by the scores of mean and median. These

were also used to analyse the differences in organisational culture among the three

selected provinces and the two organisations involved in the decision-making

process. The significant tests used were Mann-Whitney U tests for two unrelated

samples and Kruskal-Wallis test for three or more unrelated samples (Bryman and

Cramer, 2009)

Inferential statistics used examined the correlation between variables, i.e.

whether there is a significant correlation between organisational culture and the

effectiveness of decision-making. As the type of variable is ordinal, non-parametric

tests and Spearman’s correlation coefficient were employed. The probability level

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(p-value) of 0.05 or lower (a 95% confidence level) indicates that differences or

correlations are significant.

Table 1 shows the number of responses categorised by the organisation type

and provinces. The total number of questionnaires distributed to the organisations of

Public Work (PW) and Regional Development Planning Agency (RDPA) was 360

and 190 completed questionnaires were returned.

Table 1. The number of respondents Organisation

Province RDPA PW Total

Bali 33 40 73 West Nusa Tenggara 42 39 81 East Nusa Tenggara 14 22 36 Total 89 101 190

3. RESULT AND DISCUSSION

3. 3.1 Descriptive Analysis of the Existing Organisational Culture

Table 2 summarises the responses of respondents based on the current cultural

indices possessed in their organisation. The respondents were required to state

their level of agreement on the statements related to their existing organisational

culture, measured by involvement, consistency, mission and power-distance. From

the mean scores, most of the respondents expressed that there is a clear level of

‘involvement, mission, consistency and power distance, existing in their

organisational process that particularly relates to decision-making process in project

selection. The lowest mean score is indicated by power-distance. Although there is

a clear indication that the organisations have ‘low-power distance’ culture in the

decision-making process, this cultural trait was not strongly expressed as other

cultural traits. It seems that some of the respondents were reluctant to answer the

question as delivered to them.

Table 2. Descriptive statistics of the cultural indices Organisational culture trait Indices Mean MedianInvolvement Empowerment & Information flow 4.1 4

Teamwork & Conflict 4.4 5 Capability development 4.4 4.5 Stakeholder Satisfaction 4.2 4

Consistency Agreement 4.3 4Coordination & Integration 4.0 4

Mission Strategic, Direction & Intent 4.4 5 Goals and Objectives 4.2 4 Vision 4.4 4.3

Power Distance 3.5 4

Table 3 gives details of respondents’ opinions of the effectiveness of the current

project selection process. The respondents were required to evaluate how effective

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the current project selection process was providing guidance in the decision making

process, measured against the following steps (Robbins, 2005, Adair, 2010, Mack et

al., 2004), i.e. whether the current project selection process was able to provide

effective guidance to accurately:

4. define the problems/set the objectives;

5. collect relevant information;

6. generate possible options;

7. evaluate and select the best alternatives;

8. monitor the consequences.

In addition to this, respondents were also required to rate the quality of

decisions. The effectiveness of the project selection process in this context is

defined according to how successful the process was (Vroom, 2000):

1. to produce quality decisions, i.e., the projects that fit the intended

goals/needs and prioritize the projects based on urgency (quality, budget

and time);

2. to create necessary equal commitment between stakeholders (both

government and communities) to implement the process effectively;

3. to ensure decisions are made at the right time;

4. to promote team-work relationships between stakeholders, thus enhance

information flow and achieve stakeholders’ satisfaction as they feel a

valued part of the organisation (development).

The mean scores presented in table 3 indicated that most of the respondents

expressed that the current project selection was effective and resulted in good

quality decisions. This result seems to contrast with the generally expressed issues

related to the ineffectiveness of the current project selection process which was

identified as the main problem investigated by this research. Further investigation to

differentiate the result categorised by the provinces and the organisations may be

able to provide further insight into this contradiction.

Table 3. The effectiveness of the current project selection process

Effective Decision Making Mean Median

DM Process 4.6 4 Decision Quality 4.3 5

9. 3.2 Descriptive Comparison in Organisational Culture for the two organisations

This analysis aims to distinguish the differences in organisational culture for the two

organisations (Public Work/ PW and Regional Development Planning Agency /

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RDPA) and for the three provinces (Bali, West Nusa Tenggara/WNT, and East Nusa

Tenggara/ ENT). The result of Mann-Whitney U test presented in table 4 shows that

the mean ranks of PW and RDPA were clearly different. The higher value of

organisational culture was found in PW rather than in RDPA. This difference was

also indicated by the p value shown in table 4, that was lower than 0.05. Thus it can

be concluded that there is difference in organisational culture for the two

organisations.

Table 4. Rank Comparison of Organisational Culture in the Two Organisations

Organisation N

Mean Rank

Sum of Ranks

Asymp. Sig. (2-tailed)*

PW (Bina Marga) 102 107.80 10995.50 .001RDPA (Bappeda-Praswill) 88 81.24 7149.50

* Differences test using Mann-Whitney U test. Grouping variable: organisation. N total : 190

Further to this, comparison in the four cultural traits for the two organisations

presented tables 5 indicates that the mean rank of PW in organisational culture is

higher compared to RDPA, particularly on ‘involvement’, ‘consistency’, and ‘mission’.

This result is further supported by the fact that the p values in these three cultural

traits were lower than 0.05. This mean, the two organisations do possess

differences in organisational culture. However, the p value which was greater than

0.05 indicated that these two organisations have no significant differences in relation

to ‘power-distance.’ As can be seen in table 5 they have similar mean ranks or only

slight differences in ‘power-distance’. Thus, the differences were not strongly

expressed.

Table 5. Rank Comparison in the Four Main Cultural Traits for the Two Organisations

Cultural trait Organisation

N

Mean Rank

Sum of Ranks

Asymp. Sig. (2-tailed)*

Involvement PW / BM 102 109.03 11121.50 .000

RDPA/ Bappeda-Praswill 88 79.81 7023.50 Consistency PW / BM 102 107.34 10949.00

.001RDPA/ Bappeda-Praswill 88 81.77 7196.00

Mission PW / BM 102 107.66 10981.00 .001

RDPA / Bappeda-Praswill 88 81.41 7164.00 Power-Distance PU-BM 102 95.56 9747.00

.987Bappeda-Praswill 88 95.43 8398.00

* Differences test using Mann-Whitney U test. Grouping variable: organisation. N total: 190

10. 3.3 Descriptive Comparison in Organisational Culture for the three provinces

The Kruskal-Walis H test was used to compare the rate of each organisational

culture traits amongst the three province groups. As can be seen in table 6, the

mean ranks in organisational culture were different for the three provinces. However

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the statistical test results presented in table 6 indicate that the p value was 0.063

(slightly greater than the cut-off point 0.05). It can be justified that although they

were different, it was not significantly expressed.

Tabel 6 Rank Comparison in the Overall Organisational Culture for the Three Provinces

Province N Mean Rank Test Statistics*

Chi-Square Df Asymp Sig. Bali 73 94.11 5.540 2 .063 West Nusa Tenggara 81 88.44 East Nusa Tenggara 36 114.19 *Kruskal Wallis Test. Grouping variable: Province. N total: 190

The result of a further test is presented in the following table 7, designed to

examine the extent of the differences. The p values for the four cultural traits

(involvement, consistency, mission, and power-distance) were lower than 0.05 (cut

off point). This confirmed that there were differences in the four organisational

culture traits for the three provinces.

Table 7 indicates that the province of East Nusa Tenggara (ENT) possessed the

highest scores in ‘involvement’, ‘consistency’ and ‘mission’, but had the lowest score

in ‘power-distance’. This result was very surprising as despite the province having

high value scores of ‘involvement’, ‘consistency’ and ‘mission’, this province

possesses the poorest road provisions that are considerably less developed

compared to the other two provinces . This situation can be justified by the fact that

the decision-making process in ENT is conducted based almost entirely on the

leaders’ perspectives, in other words with less community participation.

Tabel 7. Rank Comparison in Organisational Culture Traits for the Three Provinces

Cultural trait Province

N

Mean Rank

Test Statistics*

Chi-Square Df Asymp. Sig.

Involvement Bali 73 84.62 12.205 2 .002

West Nusa Tenggara 81 92.96East Nusa Tenggara 36 123.26

Consistency Bali 73 82.86 11.467 2 .003West Nusa Tenggara 81 95.67East Nusa Tenggara 36 120.76

Mission Bali 73 91.0512.078

2 .002West Nusa Tenggara 81 86.89East Nusa Tenggara 36 123.89

Power-Distance Bali 73 122.71 31.192 2 .000West Nusa Tenggara 81 83.41East Nusa Tenggara 36 67.54

*Kruskal Wallis Test. Grouping variable: Province. N total: 190

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Table 7 also shows that there was no significant difference in the scores of

involvement’, ‘consistency’ and ‘mission’ between the provinces of Bali and West

Nusa Tenggara (WNT). Bali had the highest ranking score in ‘power-distance’,

which actually designates it as having a ‘low-power-distance’ culture. Bali is

identified as the province that is more developed than WNT and ENT. Based on

these results, there is some justification that possession of a ‘low-power-distance’

culture critically affects the decision-making process.

11. 3.4 The Impact of Organisational Culture in Project Selection Process

The impact of organisational culture on the project selection process is assessed by

examining the relationship/correlation between organisational culture traits and the

effectiveness of the decision-making process. Table 8 (column F) shows the

correlation between the overall score of ‘organisational culture’ and the overall score

of ‘effective decision-making’. The significance level of these variables indicates that

organisational culture is strongly correlated to the effectiveness of decision-making

(p value was 0.000, which was substantially lower than 0.05 cut off).

Table 8. Non-Parametric Correlation Coefficients of Organisational Cultural and Decision-Making

A B C D E F

Organisational culture dimension D-M process Decision Quality

D-M process Decision Quality

Overal D-M

Cultural traits Sub-culture Coef. p Coef. p Coef. p Coef. p Coef. p

Ove

rall

Org

an

isa

tion

al C

ultu

re

Involvement Empw. .395** .000 .574** .000 .393** .000 .542** .000 .528** .000

Team 252** .000 .470** .000

Development .339** .000 .399** .000

Stakeholder Satisfaction

.251** .000 .345** .000

Consistency Coord. & Int. .229** .001 .383** .000 .257** .000 .422** .000

Agreement .226** .002 .404** .000

Mission Strategic .240** .001 .328** .000 .387** .000 .504** .000

Goals .356** .000 .475** .000

Vision .362** .000 .493** .000

Power Distance

.019 .792 .108 .139 .019 .792 .108 .139

Note: p-value / Sig. (2-tailed). N total : 190 **. Correlation is significant at the 0.01 level (2-tailed). *. Correlation is significant at the 0.05 level (2-tailed

Columns “D” and “E” of this table present the correlation results between each of

the organisational cultural traits and the effectiveness of decision-making. The

results demonstrate that ‘involvement’, ‘consistency’ and ‘mission’ have significant

positive correlation to both ‘decision-making process’ and ‘decision-quality’. This

was indicated by the p values of the variables being lower than 0.05. In addition,

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columns “B” and “C” of this table suggest a similar result i.e., that all indices of each

of those cultural traits (i.e. empowerment, team-orientation, development,

stakeholder satisfaction; coordination & integration, agreement; strategic & intent,

goals, vision) have significant positive correlation to both ‘decision-making process’

and ‘decision-quality’.

However, there is no correlation found between ‘power-distance’ and both

‘decision-making process’ and ‘decision-quality’ (p values: 0.792 and 0.139, which

were higher than cut-off of 0.05).

In general, it can thus be concluded that majority of the respondents showed

their agreement that organisational culture (particularly ‘involvement’, ‘consistency’

and ‘mission’) contributes to the effectiveness of decision-making in the current

project selection process.

Having a ‘high-power-distance’ culture did not appear to contribute significantly

to the success or effectiveness of the decision-making process in the three

provinces and in fact, although the province of East Nusa Tenggara (ENT) did

exhibit a particularly high level of ‘involvement’, ‘consistency’ and ‘mission’ in their

organisation, problems related to inadequate provision of road infrastructure were

still well recognised in this location. This is possibly explained by the fact that as this

province does appear to possess a ‘high-power-distance’ culture, the decisions for

project selection are possibly more influenced by the leaders’ perspectives and

priorities, thus less accurately achieving the communities’ expectations and needs.

4. CONCLUSION

The study has revealed that there are differences in organisational culture for both

categories of organisations and provinces. Thus, this can explain why the quality of

decisions made in these organisation or provinces varies.

In addition, the results confirm that organisational culture, (particularly the traits

of ‘involvement’, ‘consistency’ and ‘mission’) contributes to the effectiveness of

decision-making in the current project selection process. However, it was not found

that any significant correlation exists between ‘power-distance’ and effective

decision-making. As a result, even though the province of East Nusa Tenggara

(ENT) has a high level ‘involvement’, ‘consistency’ and ‘mission’, the effectiveness

of decision-making is still far from satisfactory. It is surmised that this is primarily due

to the fact that as a ‘high-power-distance’ culture is found in the organisation in this

province, it is highly likely that decisions are being made based on the leaders’

perspectives and priorities rather than based on a participative community view.

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ACKNOWLEDGEMENT

This research is funded by the Directorate General of Higher Education (DGHE) of

Indonesia, on behalf of the Ministry of National Education of the Republic of

Indonesia, through Udayana University Bali.

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scientific committee

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Transcript of scientific committee