An anatomy of a Hong Kong project — organization, environment and leadership

Abstract

An analysis is presented of the organization structure of a large complex project in Hong Kong which involved both public and private sector participants. The project is the US$400 million Hong Kong Convention and Exhibition Centre. The analysis identifies the novel contract strategy used and the resulting relationship which existed between contributors to the project. The analysis is based on the systems approach to organization structure and focuses on the structure of decisions, differentiation and integration of the operating system, the client and the managing system. Distinction is made between the macro- and micro-environments of the project with which the organization structure had to interact. Features of the leadership styles adopted at a high level on the project are discussed. Conclusions are drawn within the context of the interplay between project environment, organization structure and leadership.