Functional matrix structure for project management in China: the case of a state-owned project-driven enterprise.

This paper examines the adoption of a functional matrix structure by a project driven enterprise in China to further the knowledge of the practices of managing Chinese project driven enterprises. Using the case study of a project driven enterprise in central China, the study shows that a functional matrix structure, although with weaknesses, is appropriate to the enterprise because it allowed better coordination without creating unnecessary internal conflicts, and compromising on established Chinese management characteristics. The study also shows that a functional matrix structure that takes into account Chinese management characteristics can be beneficial to project driven enterprises in China.