Empirical Research of Development Features of the Organizational Culture of Construction Enterprises

Problem statement. The problems of development of the organizational culture of enterprises by different types of economic activity are being actualized, taking into account their specificity. This allows for greater flexibility and the ability to respond promptly to changes in the internal and external environment, to strengthen competitive positions in the markets that meet the current conditions of management. Against this background, the need for theoretical substantiation and the development of practical recommendations to improve the management effectiveness of organizational culture of enterprises in the context of corporate social responsibility have emerged. Analysis of recent publications on the problem. Over the past decades, foreign and domestic scientists have paid considerable attention to substantiating conceptual provisions and scientific and methodological approaches to improving corporate culture development management. The evolution of development and essence of organizational culture of enterprises from different points of view is investigated, its peculiarities and differences from corporate culture are determined [117]. The mechanisms of managing the organizational culture of enterprises under changing environment are substantiated [18-25]. The impact of organizational culture on the efficiency and level of competitiveness of enterprises was evaluated and the relationship between organizational culture and financial results was proved [26-37]. Various methodological approaches have been proposed, which allow to estimate the level of development of organizational culture [38-44]. The author of this article in the previous researches revealed the modern tendencies of development of the organizational culture of the enterprises according to the results of the expert survey [45]; features, barriers and drivers of digital transformation of organizational culture of enterprises have been investigated [46]; systematic existing scientific approaches to defining the meaning of the term «customer orientation» by classification groups, among which the component of organizational culture, which means the key competence of the enterprise, is highlighted; ability of the company; skill; part of organizational culture, set of beliefs [47]; the structural components of the organizational and economic mechanism for managing the organizational culture of enterprises have been determined [48]. Based on this, despite such close attention to the problem identified by scientists, it remains relevant to conduct scientific research in the field of evaluating the development of organizational culture of construction enterprises using economic and statistical methods. All this largely determined the choice of the topic of this study and its focus. Setting objectives. The purpose of this article is an empirical research of the organizational culture of construction enterprises, identifying trends in its development in modern conditions and improving the methodical approach to assessing the level of development. Outline of the main results and their justification. In the last decade there is a tendency of deterioration of labor potential in the construction industry. Thus, the analytical estimation of statistics shows that the number of employed workers in construction enterprises decreased by 40.4% in 2010-2018, and their share in the total number of employed workers by all economic activities – by 1.2 percentage points, or from 4.8 to 3.6%. The number of employed workers in construction enterprises decreased by 42.3% and their share by 1.3 pp or from 5.8 to 4.5% of the total. During this period, the number of employees in construction enterprises decreased by 40.3%, and their share in the total number of employees by all types of economic activity – by 1.3 percentage points, or from 5.3 to 4%. The number of employees in construction enterprises decreased by 42.1% and their share by 1.2 pp or from 5.7 to 4.5% of the total number (Table 1).

conduct scientific research in the field of evaluating the development of organizational culture of construction enterprises using economic and statistical methods. All this largely determined the choice of the topic of this study and its focus.
Setting objectives. The purpose of this article is an empirical research of the organizational culture of construction enterprises, identifying trends in its development in modern conditions and improving the methodical approach to assessing the level of development.
Outline of the main results and their justification. In the last decade there is a tendency of deterioration of labor potential in the construction industry. Thus, the analytical estimation of statistics shows that the number of employed workers in construction enterprises decreased by 40.4% in 2010-2018, and their share in the total number of employed workers by all economic activities -by 1.2 percentage points, or from 4.8 to 3.6%. The number of employed workers in construction enterprises decreased by 42.3% and their share by 1.3 pp or from 5.8 to 4.5% of the total.
During this period, the number of employees in construction enterprises decreased by 40.3%, and their share in the total number of employees by all types of economic activity -by 1.3 percentage points, or from 5.3 to 4%. The number of employees in construction enterprises decreased by 42.1% and their share by 1.2 pp or from 5.7 to 4.5% of the total number (Table 1). As can be seen from the analysis, the proportion of staff costs on construction enterprises negligible ends to lowering spare. For the years 2010-20188 this figure 152 Економічний вісник Донбасу № 4(58), 2019 decreased by 0.7 pp or from 3.9 to 3.2% of the total Ukrainian personnel expenditures. Accordingly, the share of labor costs at construction enterprises decreased by 0.8 pp or from 3.9 to 3.1% of the volume of labor costs at enterprises for all types of economic activity ( Table 2). In order to identify contemporary problems, barriers, features, tendencies and ways of development of organizational culture of construction enterprises in Ukraine, an expert survey was conducted as a method of empirical research. This amounted to 5.2% of the total number of experts in all economic activities (115 respondents).
It is found that the formation of organizational culture of enterprises is influenced by top managers (1.7% of respondents), the owner of the firm (0.9%); HR department (0.9%) and clients (0.9%). Some experts (0.9%) said that organizational culture cannot be influenced because it is a process that cannot be managed.
It is proved that organizational culture is usually organized by company management (3.5% of respondents). A number of experts (0.9%) noted that organizational culture was formed spontaneously in their enterprises. And some (0.9%) state that they have absolutely no organizational culture.
Most surveyed companies do not impose corporate values and rules (3.5% of respondents). It was found that the corporate values and slogans stated by the company fully (3.5% of respondents) or partially (0.9%) coincide with its real values.
Most experts (5.2%) believe that the organizational culture of companies is effective. Based on the expert survey, key obstacles were identified to change the organizational culture of construction enterprises in the conditions of digitalization of business processes. Among them are: insufficient financial resources (1.7% of respondents); underdevelopment of IT infrastructure (0.9%); imperfection of the organizational structure (0.9%); lack of clear vision and support of the management (0.9%); low level of employee involvement (0.9%).
It was found that the values and principles, on which the organizational culture of the surveyed enterprises is formed, largely or partially, correspond to the personal values and principles of employees (1.7% of respondents each).
Experts say that organizational culture affects the financial performance of enterprises (3.5% of respondents). Successful organizational culture of construction companies can reduce costs and costs (2.6%); increase the level of profitability (1.7%); to increase sales volumes by improving the quality of logistics services (0.9%).
Based on the expert survey, it was found that the surveyed enterprises required complete (1.7% of respondents) or partial (3.5%) transformation of organizational culture. According to the respondents, the modernization of organizational culture should consist of upgrading of employees (3.5%) and introduction of digital technologies in order to optimize business processes (1.7%). However, construction companies do not point to the feasibility of transforming the relationship management system with consumers. This is mostly the case with companies in services, education and science, food industry, wholesale and retail trade.
The formation and development of the organizational culture of enterprises in the field of construction are significantly influenced by endogenous factors, which include the following: organization management (scientific and technical and innovative activities, production, personnel management, marketing and logistics, financial status, communication policy, planning and strategizing); employees of the organization (loyalty to personnel policy, personnel management, mission of the organization, work activity; observance of interests of the organization, confidentiality of information, value orientation). The above factors require the use of certain techniques and tools that can succeed in transforming the organizational culture of enterprises.
Therefore the author during the expert survey was focus on internal factors that influence the development of organizational culture of surveyed companies (Table 3).
It is established that, as a rule, the key companies are not formed on the construction enterprises and the strategic direction of the companies' activity is not defined. Most experts pointed to a lack of consistent and predictable approach to doing business and a clear overlap of goals across all hierarchical levels of the company (Table 4).
In construction companies, insufficient attention is paid to organizational training. For the most part, innovative ideas are not supported, employees are not encouraged to be creative and constantly improve their skills and knowledge (Table 5). It does not meet the modern requirements of the functioning of enterprises. This is especially true in the context of the intensive use of digital technologies, when the personnel must have digital competencies and the organizational culture of enterprises is transformed. 153 Економічний вісник Донбасу № 4(58), 2019 Prepared by the author according to the results of the survey. Note: 114 experts in various economic fields were interviewed, including 3 (2.6%) in construction. The share of respondents is calculated to the total number of experts of the respective type of economic activity.  Based on empirical research, it has been found that construction companies do not implement corporate social responsibility mechanisms in the context of sustainable development. Most respondents noted that companies did not invest in the transformation of organiza-tional culture, did not implement the concept of sustainable development, and did not develop corporate codes. Organizational culture does not meet the goals and principles of sustainable development (Table 6). Consequently, construction managers tend to aim at reducing costs and increasing profitability. An important element of the organizational culture of construction companies is the channels of internal communication. Experts noted that most often they use e-mail, the corporate website of the company, and sometimes the personal folder of the manager; corporate forum, chat; internal communication tools (video conferences, seminars, trainings); personal blogs, chats. The majority of respondents do not use personal blogs or chats at all (Table 7).
Based on the expert survey, the level of development of organizational culture of construction enterprises was estimated. For this purpose, indicators reflecting the characteristics of organizational culture have been identified and calculated. Thus, changes in the company, consumer orientation and organizational training characterize the adaptability of the organizational culture; strategic planning, goal setting and vision -mission; coordination, agreement and values -in-Економічний вісник Донбасу № 4(58), 2019 teraction; ability development, teamwork, responsibility and authority -involvement. In the Table 8 presents the data of calculation of the level of development of organizational culture of the surveyed enterprises.  Calculations showed that the assessment of organizational culture surveyed is 0.33 points. According to the scale ( Table 9) the level of development of organizational culture of enterprises in the field of construction is low, because it is in the range of 0.26-0.5 points. To assess the level of development of organizational culture of construction enterprises, the technique of D. Denison was used. The survey includes 60 questions, organized into 4 groups: adaptability, mission, consistency and engagement. When filling out the questionnaire, 60 statements are evaluated on a five-point scale (from 1 to 5 points), after which the respondents' answers are translated into the average value of the evaluation of organizational culture characteristics. The next step is to calculate the arithmetic average of the scores on the survey items, for five questions for each index, as well as the average of the indices for the characteristics of the organizational culture. The average value of indicators of characteristics of culture is calculated. The average value of organizational culture determines the level of its development as a whole.
The calculations show that the organizational culture of construction companies is 0.69 (adaptability is 0.68; mission is 0.70; consistency is 0.72; engagement is 0.67), it is within 0.51-0.75. This means that the level of development of the organizational culture of the surveyed enterprises is average (Table 10). 156 Економічний вісник Донбасу № 4(58), 2019 The organization has a clear mission that gives meaning and direction to our work 0.75 The organization has a long-term goal and direction 0.75 The employee understood the strategic direction of the organization 0.75 The organization has a clear strategy for the future 0.75 The organization's strategy forces other firms to change their competitive strategies 0.50

Goals and Objectives (0.75)
There is complete agreement about the goals of the organization between employees and executives 0.75 The organization's leaders set far-reaching but realistic goals 0.75 Leaders of the organization formally, publicly and openly speak about the goals we are trying to achieve 0.75 We are constantly monitoring our progress against our stated goals 0.75 Employees at the organization understand what needs to be done to succeed in the long run 0.75

Vision (0.65)
The organization has a vision for the future 0.50 Leaders in the organization are forward-looking 0.75 Short-term goals rarely conflict with the long-term orientation of the organization 0.75 Our vision of the future inspires and motivates our employees 0.50 We are able to accomplish short-term tasks without compromising our long-term prospects 0.75 Consistency

Coordination and integration (0.65)
Our approach to doing business is very consistent and predictable 0.75 There is a clear alignment of goals across the organization 0.75 Employees from different organizational units share common perspectives 0.75 It is easy to coordinate projects in different functional units of the organization 0.50 It is much easier to work with someone in another organization than it is to work with someone from another company 0.50

Consensus power (0.75)
When there are differences, we work hard to reach a mutually beneficial solution for all parties to the conflict 0.75 The firm has a strong organizational culture 0.75 There is a clear agreement on the right and wrong approaches to performing work in the organization 0.75 It is easy for us to reach agreement even on difficult issues 0.75 We rarely find it difficult to reach agreement on key issues 0.75 Working in an organization means being part of a team 0.50 Work is organized in the company so that every second employee was able to see the link between their activities and goals of the organization 0.75 Teams -primary «building blocks» of the organization 0.75 Organizations rely more on horizontal control and coordination than on a hierarchy position 0.75

Compiled and calculated by the author on the results of the survey.
Due to the fact that completing the Denison's survey and assessing the level of organizational culture is time consuming, the author has proposed an improved methodology. The process of developing an integral methodology for quantitative assessment of organizational culture consists of the following stages: preparation of a questionnaire of 24 statements regarding the characteristics of organizational culture of enterprises; development of methods of analysis and evaluation of organizational culture.
The questionnaire consists of 24 statements based on the techniques of Denison and Hofstede. As a result, a new questionnaire is formed with 24 statements, assessments of which determine the organizational culture profile.
The assessment methodology is quantitative and includes procedures for collecting and analyzing data on the organizational culture of the enterprise. The procedure of organizational culture research consists of the following stages: filling in the questionnaires by experts; collecting and processing of received data; analysis and evaluation of the organizational culture development of the enterprise. The analysis and evaluation of organizational culture is carried out by calculating the obtained indicators with the following steps: 1. Translating respondents' answers from a fivepoint rating scale to the average of the evaluation of organizational culture characteristics (Table 11).

Table 11
Transfer of points in the answers of the respondents 2. The average arithmetic estimation of indicators on the items of the questionnaire (total 24) is calculated.
3. The arithmetic mean of two questions for each indicator is calculated (12 in total). 4. The average value of indicators on the characteristics of culture (total 4) is calculated.
5. The average value of indicators of cultural characteristics is calculated. The average value of organizational culture determines the level of its development as a whole.
Calculations on the example of construction companies showed that the Alpha Cronbach's ratio is 0.999. The coefficient of variation is 16.4%. In this regard, it is possible to take the average values for analyzing the organizational culture of enterprises (Tables 12, 13).  Thus, the calculations of the integral index of organizational culture showed that construction enterprises have an average level of its development, since the values are in the range of 0.5 to 0.75.
Conclusions. The results of the study allow us to draw the following conclusions. Enterprises in the construction sector have a fairly clear idea of their purpose and direction (the value of the indicator «Strategic direction and intentions» -0.697). The mission statement, understood by the management, is understood by all employees and gives their actions purposefulness (Goal and perspective indicator -0.715).
Companies have a sufficient level of employee dedication, their own approach to doing business (Coordination and Integration indicator -0.607) and a clear set of key values (Key Value Indicator -0.732).
Enterprises in the construction industry have a sufficient understanding of their customers' needs and needs (consumer focus indicator is 0.715, but they are not well adjusted to organizational changes and are not adaptable to changes in the environment (Change ability indicator 0.536; Organizational learning indicator -0.572).
Employees of construction companies have a high level of involvement: they are dedicated to their work (the indicator «Development opportunities» -0.679; the indicator «Orientation to work in a team» -0.840).
It should be noted that in modern conditions, construction companies should focus on flexible development and internal focus.
Prospects for further research in this area are to develop a marketing strategy for managing the organizational culture of enterprises of different types of economic activity, taking into account their specificity.