Organizational effectiveness on building projects in the UK and China: An investigation of the impacts of project managers, project organizational structures and managerial activities

Organizational effectiveness on building projects is considered to be the result of the impacts of project managers, project organizational structures and managerial activities. To test the questionnaires developed from a literature review, a pilot study was organized in China and the UK. Data was collected by semi- structured interviews, site observations and questionnaires. The experiment demonstrated both similarities and differences in aspects of project managers' personal background and their managerial activities on sites in China and the UK. Different understandings of questions in two countries have important influences on the precision of information collected. Findings and problems from the pilot study are presented and future work is proposed.