Organizational culture in airworthiness management programmes: extending an existing measurement model

Trew, T, Trigunarsyah, B and Coffey, V 2013, 'Organizational culture in airworthiness management programmes: extending an existing measurement model', Engineering Project Organization Journal, vol. 3, no. 3, pp. 154-167.

Document type: Journal Article
Collection: Journal Articles

Title Organizational culture in airworthiness management programmes: extending an existing measurement model
Author(s) Trew, T
Trigunarsyah, B
Coffey, V
Year 2013
Journal name Engineering Project Organization Journal
Volume number 3
Issue number 3
Start page 154
End page 167
Total pages 14
Publisher Taylor and Francis Inc.
Abstract All civil and private aircraft are required to comply with the airworthiness standards set by their national airworthiness authority and throughout their operational life must be in a condition of safe operation. Aviation accident data shows that over 20% of all fatal accidents in aviation are due to airworthiness issues, specifically aircraft mechanical failures. Ultimately it is the responsibility of each registered operator to ensure that their aircraft remain in a condition of safe operation, and this is done through both effective management of airworthiness activities and the effective programme governance of safety outcomes. Typically, the projects within these airworthiness management programmes are focused on acquiring, modifying and maintaining the aircraft as a capability supporting the business. Programme governance provides the structure through which the goals and objectives of airworthiness programmes are set along with the means of attaining them. Whilst the principal causes of failures in many programmes can be traced to inadequate programme governance, many of the failures in large-scale projects can have their root causes in the organizational culture and more specifically in the organizational processes related to decision-making. This paper examines the primary theme of project and programme-based enterprises, and introduces a model for measuring organizational culture in airworthiness management programmes using measures drawn from 211 respondents in Australian airline programmes. The paper describes the theoretical perspectives applied to modifying an original model to specifically focus it on measuring the organizational culture of programmes for managing airworthiness; identifying the most important factors needed to explain the relationship between the measures collected, and providing a description of the nature of these factors. The paper concludes by identifying a model that best describes the organizational culture data collected from s
Subject Building Construction Management and Project Planning
Organisational Planning and Management
Keyword(s) Continuing airworthiness
organizational culture
programme management
DOI - identifier 10.1080/21573727.2013.772509
Copyright notice © 2013 Taylor & Francis
ISSN 2157-3727
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