Cultural resistance to implementing earned value management system in construction organization

Rao, Prakash B and Cherian, Jacob (2015) Cultural resistance to implementing earned value management system in construction organization. International Journal of Innovative Research in Engineering & Management, 3 (1). pp. 74-76. ISSN 2350-0557

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One of the reasons whv employees in a construction organization accept or reject a new system is their cultural profile. Evcn if the systcm promiscs to delivcr bctter results it still may rcceive rcsistancc from the employecs. This is against logic and convcntional thinking. One such ncw systcm in India is Earned Value Management (EVM). This study tries to identi fy the cultural dimensions in the Indian construction organizations that inhibit the acceptance of EVM in their organization. Afier conducting contextual enquiries and questionnaire surveys in a number of indian construction organizations, the most important ten cultural dimcnsions that contributc to thc rcsistancc to adopt EVM wcrc identiticd. Bascd on thc respondents personal iCcdback thcse tcn cultural dimensions are explained in detail and the motives for resistance is hrought to light It is found that Uncertainty Avoidance, Masculinity and Feminist and Power Distance are the top three ranked Cultural Dimensions.

Item Type: Article
Uncontrolled Keywords: Earned Value Management. cultural dimensions, Uncertainty Avoidance, Masculinity and Feminist, Power Dislance
Subjects: Engineering > MIT Manipal > Civil Engineering
Depositing User: MIT Library
Date Deposited: 08 Jun 2015 11:12
Last Modified: 08 Jun 2015 11:12

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