Organizational culture affects project success by impacting project scope, budget scope, quality output, organizational satisfaction, client satisfaction, and stakeholder satisfaction.
The following are empirical studies on the effect of organizational culture on project success from different parts of the globe.
Exploring the impact of organizational culture on the performance of information technology projects in Jordanian organizations
This study explored the role of organizational culture on the performance of information technology (IT) projects in Jordan. Specifically, the study investigated the impact of organizational culture dimensions (strategic emphasis, leadership risk tolerance, positive work environment, and results orientation) on IT project performance in Jordanian firms. The target population included all the IT firms in Jordan. In this regard, 146 employees (including project managers, project consultants, IT managers, systems analysts, and project coordinators) from the target firms constituted the respondents for the study. Data collection was done using questionnaires. The collected data was analyzed using descriptive statistics (frequencies, percentages, means, and standard deviations) and inferential statistics (partial least squares and structural equation modeling—PLS-SEM). The results were then presented in relevant tables as needed (Mohammed et al., 2025).
The independent variables, including positive work environment, strategic emphasis, leadership risk tolerance, and results orientation, were measured using the model developed by Cameron and Quinn (1999) and Belassi et al. (2007). IT project performance was measured by the model proposed by Nidumolu (1995) (Mohammed et al., 2025).
The results indicated that strategic emphasis had a positive and significant impact on IT project performance. The findings also showed that a positive work environment had a positive and significant impact on the performance of IT projects in the target firms. In addition, the results demonstrated that leadership risk tolerance had a positive and significant impact on the performance of IT projects. Lastly, the findings indicated that results orientation had a positive and significant impact on IT project performance in Jordanian firms (Mohammed et al., 2025).
The impact of organizational culture on project success rates in construction firms
This study examined the influence of organizational culture dimensions (leadership, employee involvement, and communication practices) on project success in construction companies. The target population included construction companies working in the areas of residential developments, infrastructure, and commercial developments. Data was collected from employees, project managers, project leaders, and project team members of the targeted companies. Data was collected through interviews and case studies. Also, project reports and surveys were examined to obtain secondary data about the variables under study. Descriptive statistics were used to analyze descriptive variables. The findings were presented in relevant tables as required. Project success was measured using metrics such as cost control, time adherence, and quality standards (Sultan, 2025).
The results showed that organizational culture had a positive and significant influence on project success in the target companies. This means that all the dimensions of organizational culture measured, including leadership styles, communication practices used in the firms, and collaboration, all had a positive impact on the success of projects in terms of cost, time, and quality. Good leadership was shown to have a bearing on proper direction and decision in the target firms. Effective communication was shown to improve coordination of tasks during project execution. The findings also showed that teamwork in projects was enhanced by encouraging collaboration among team members. Lastly, the results indicated that projects that had sound organizational culture were highly likely to deliver on time, stick to the stipulated budget, and satisfy quality requirements (Sultan, 2025).
Effects of cultural diversity on project performance
This study sought to establish the influence of cultural diversity on the performance of projects in multicultural teams. Specifically, the study sought to determine the influence of cultural diversity on individual project performance metrics (quality, cost, time, and stakeholder satisfaction). It also examined the effect of each dimension of cultural diversity (language, values, and work practices) on project performance. The study also sought to assess the perception of managers on the challenges and benefits associated with managing culturally diverse teams (Somalaraju, 2025).
The target population included professionals managing multicultural project teams. Data collection was done using questionnaires. The collected data was analyzed using descriptive statistics, correlation analysis, and multiple regression analysis. Descriptive statistics such as frequencies, percentages, mean, and standard deviations were employed to analyze descriptive variables. Pearson correlation analysis was used to establish the associations between the variables under investigation. Multiple regression analysis was used to determine the effect of independent variables on the dependent variable. The results were presented using relevant tables as required (Somalaraju, 2025).
According to the results, cultural diversity was shown to have a significant impact on the projection execution process. The findings revealed that cultural diversity could enhance quality by fostering problem-solving. However, diversity could also lead to the introduction of risks such as increased costs or delays in task execution. The findings also indicated that communication is a critical factor needed to facilitate collaboration between team members. Lack of communication was shown to be a barrier that could disrupt project alignment (Somalaraju, 2025).
Effects of organizational culture types on construction project performance: a competing values framework approach in a Ghanaian perspective
This study explored the impact of organizational culture types on the performance of construction projects in Ghana. Specifically, the study assessed the performance of projects in target firms. It also examined organizational culture types in the target firms. The study also investigated the effect of organizational culture types (clan, adhocracy, market, and hierarchy) on project performance in the target firms. Lastly, the study examined the relationship between the performance of construction projects and the traits of combined cultural clusters (Ackon et al., 2024).
The target population included 564 medium and large-size construction firms in Ghana. Data collection was done using questionnaires. 375 senior site managers constituted the main respondents for this study. The collected data was analyzed using descriptive statistics (frequencies, percentages, mean, and standard deviations) and inferential analysis (correlation and regression models). The findings were presented in relevant tables as required (Ackon et al., 2024).
The types of organizational cultures assessed in this study included clan type, adhocracy type, market type, and hierarchy type. Project performance was measured in terms of employee safety; quality of work; productivity; client satisfaction; team satisfaction; environmental impact of the project; delivery of projects on time; and reduction in operational cost (Ackon et al., 2024).
According to the results, clan culture was found to be the organizational culture type that holds the target construction firms together. It was also established that construction firms lean towards market culture on matters of strategy. This culture mainly focuses on competition, marketplace excellence, and achievement of challenging goals. The findings also indicated that the success of construction firms was closely tied to the adoption of adhocracy culture. In this culture, uniqueness and innovation were the key drivers of performance. Overall, the targeted construction firms demonstrated a strong presence of the adhocracy type of culture, followed by the clan type of culture, then the market type of culture, and finally, the hierarchy type of organizational culture. Also, the construction firms were reportedly externally focused and flexible (Ackon et al., 2024).
According to the results of the regression analysis, market and hierarchy types of organizational cultures had a positive and significant impact on project performance. The market culture type showed the strongest impact on performance compared to the hierarchy type. On the other hand, the clan and adhocracy types of organizational cultures had no significant impact on project performance in the targeted construction firms. The findings also revealed that all the four cultural cluster combinations had a positive correlation with overall project performance. The “external focus culture type” and the “stability and control culture type” exhibited a stronger correlation with performance compared to the “flexibility and discretion culture type” and “internal focus culture type” both showed (Ackon et al., 2024).
The influence of organizational culture on project portfolio management practices within the healthcare sector
This study explored the impact of organizational culture on the performance of project portfolios in the healthcare sector in New Zealand. In particular, the study explored the effect of the following dimensions of organizational culture on project portfolio management practices: change management, goal achievement, teamwork coordination, customer orientation, and cultural strength. The target population included project portfolio management practice staff members, business analysts, and project managers working in the Digital and Data Business Unit at the Health New Zealand organization. A sample size of 35 participants was selected to take part in the study. Data collection was done using questionnaires. Descriptive statistics (frequencies, percentages, mean, and standard deviation) were used to analyze the descriptive variables of the study. Regression analysis was employed to assess the impact of independent variables on the dependent variable (Kakumanu, 2024).
According to the results, the organization excelled in the following portfolio management practices: providing flexible working conditions, creating trust, managing project risks, providing timely insights, and delegating responsibilities. On the other hand, the organization performed poorly in the following culture practices: efficient feedback mechanisms, meeting project deadlines, and efficient allocation of resources. In terms of organizational culture, the findings revealed that customer orientation had the strongest impact on the effectiveness of project portfolio management practices in the target organization. This was followed by team coordination, cultural strength, change management, and goal achievement in that order (Kakumanu, 2024).
The findings of regression analysis showed that organizational culture affects project portfolio management practices at the New Zealand healthcare facility. All the independent variables (change management practices, goal achievement, team coordination, customer orientation, and cultural strength) had a positive and significant impact on the effectiveness of project portfolio management practices in the target facility. Among the five variables, customer orientation emerged as the most influential factor affecting the effectiveness of the project portfolio management practices (Kakumanu, 2024).
Organizational culture and its implications for project management in an engineering consulting firm
This study examined the impact of organizational culture on project management practices in engineering consulting firms in Colombia. Specifically, the study explored the impact of clan organizational culture type, adhocracy organizational culture type, hierarchy organizational culture type, and market organizational culture type on project management practices. The target population included 558 employees of the target construction firm. Data collection was done using a questionnaire. Data analysis was done using descriptive statistics (frequencies, percentage, mean, and standard deviation). The results were presented in relevant tables (Vanegas-Merchan et al., 2024).
Organizational culture was measured using the Organizational Culture Assessment Instrument (OCAI) developed by Cameron and Quinn (2006). In this regard, organizational culture was measured using four dimensions: clan, market, adhocracy, and hierarchy organizational culture types. Cronbach’s alpha was used to assess the internal consistency of the OCAI scales (Vanegas-Merchan et al., 2024).
The results showed that organizational culture types have a direct impact on project management processes. In addition, the results showed that a tension exists between hierarchical efficiency and adhocracy innovation. It was also reported that there exists a desire for enhanced hierarchical structure while maintaining the firm’s flexibility. The findings showed that while market culture mainly focused on efficiency, clan culture mainly focused on collaborative planning practices. It was also observed that there was resistance by the respondents towards the adhocracy organizational culture type. It was also shown that market culture fosters accountability among individual employees (Vanegas-Merchan et al., 2024).
The impact of organizational culture on project success: the case of TotalEnergies Marketing Ethiopia S.C.
The study explored the influence of organizational culture types on project success with reference to TotalEnergies Company in Addis Ababa, Ethiopia. Specifically, the study sought to determine the effect of clan culture, market culture, hierarchy culture, and adhocracy culture on the success of projects in the target firm. The target population included employees (staff and managers) of TotalEnergies that is based in Addis Ababa, Ethiopia. Using stratified random sampling, a sample size of 114 employees was selected from different departments in the organization. Data collection was done using questionnaires. Descriptive statistics (frequencies, percentages, mean, and standard deviations) were used to analyze descriptive variables. Correlation statistics (Pearson correlation coefficient) were used to establish the correlation between study variables. The results were presented in tables as required (Yoseph, 2023).
Organizational culture was assessed using four dimensions, including clan culture, adhocracy culture, market culture, and hierarchy culture. On the other hand, fourteen questions were developed to assess project success. These included project accomplishment within the prescribed time, project accomplishment within the allocated budget, project accomplishment according to expected quality standards, and project delivery according to stakeholder expectations (Yoseph, 2023).
The findings of the correlation analysis showed that there was a positive correlation between adhocracy organizational culture and project success at TotalEnergies, Addis Ababa. This means that higher levels of adhocracy-type culture translate to better project performance. In addition, clan culture was shown to have a positive and significant impact on project success. This means an improvement in clan culture leads to better project performance. The results also showed that both market culture and hierarchy culture had a positive and significant impact on project success. Furthermore, the results showed that adhocracy culture is correlated with hierarchy and market cultures. Clan culture was also shown to be correlated with hierarchy and market cultures. Lastly, market culture was shown to have a positive correlation with hierarchy culture (Yoseph, 2023).
A quantitative study of the impact of organizational culture, communication management, and clarity of project scope on construction’s project success with the moderating role of the project manager’s competencies to enhance construction management practices in Pakistan
The study explored the impact of organizational culture, clarity in the scope of the project, and communication management practices on the success of construction projects in Pakistan. Specifically, the study sought to achieve the following objectives: to determine the effect of organizational culture on project outcome; to find out the impact of communication management on project outcome; to examine the impact of project scope clarity on project success; to explore the influence of project manager’s skills on project success; to explore the mediating role of project manager’s abilities on the relationship between communication management and project success; and lastly, to find out the mediating role of project manager’s abilities on the relationship between project scope clarification and project success (Muneer et al., 2022).
The target population for the study included 430 professionals in the construction industry. These included project advisers, project coordinators, project teammates, and project managers. Questionnaires were used to collect data from the respondents. The collected data was analyzed using descriptive statistics. A correlation analysis was done to establish the strength of the relationship between the study variables. Regression analysis was employed to evaluate the relationship between the dependent and independent variables. Moderation analysis was employed to establish the role of the moderating variable. The results were presented in tables as required (Muneer et al., 2022).
The influence of organizational culture on project success was measured using an eight-item scale model put forward by Nguyen and Watanabe (2017). The influence of communication management on project success was measured using a five-item scale developed by Masrom (2012). The influence of clarity in project scope on project success was measured using a four-item scale developed by Masrom (2012). A nine-item scale developed by Al-Khawaldah (2022) was used to measure the impact of the manager’s competencies (skills, knowledge, and experience) on project success. Project success was measured using a nine-item scale proposed by Al-Khawaldah (2022). It measured project success in terms of time scope, budget scope, and quality output. The scale developed by Al-Khawaldah (2022) was used to assess the moderating impact of the project manager’s competencies (Muneer et al., 2022).
The findings of Pearson correlation and multiple regression analysis indicated that organizational culture, communication management, and clarity in project scope all have a positive and significant impact on the success of construction projects in Pakistan (Muneer et al., 2022).
Project culture as a key success factor: the perspective of Polish project managers
This study explored the mediating role of project culture on the relationship between project characteristics and project outcome in Polish enterprises. Project attributes/characteristics included factors such as project type, project duration, project complexity, the formula for implementing changes in project team members, and the total time of working together by team members. Project outcomes included timely delivery of the project, completed within the budget scope; client satisfaction; organizational satisfaction; and stakeholder satisfaction. Project culture was assessed in terms of openness, involvement, positive approach, alignment, and stability (Joanna & Joanna, 2021).
The target population included Polish enterprises operating in diverse sectors. A sample size of 250 Polish project managers participated in the study. Data collection was done using questionnaires. Descriptive statistics were used to analyze descriptive variables of the study. Regression analysis was done to establish the relationship between the independent, dependent, and moderating variables. The results were presented in tables as required (Joanna & Joanna, 2021).
The results revealed that the project attributes with direct positive and significant impact on project outcome were only two, that is, the total time of common cooperation of project team members and top management support. On the other hand, the project culture dimension that had a direct positive and significant impact on project outcome was openness. In addition, the project attributes that had a positive and significant impact on project outcome (with organizational culture as the mediating variable) included the total time of common cooperation of project team members and the formula for managing projects/project teams. This result shows that project culture plays a significant mediating role in the relationship between project attributes and project outcome (Joanna & Joanna, 2021).
Influence of organizational culture on project performance. A case of non-governmental organizations (NGOs) in Nairobi County, Kenya
This study investigated the impact of organizational culture on the performance of projects in non-governmental organizations (NGOs) in the county of Nairobi. Specifically, the study sought to determine the link between shared values and the performance of projects in the target NGOs. The study also examined the impact of leadership culture on the performance of projects in the target NGOs. It also set out to establish the effect of power distance culture on project performance in the target NGOs. Lastly, the study explored the relationship between decision-making culture and performance of projects in the target NGOs (Ingosi & Juma, 2020).
The target population included 328 NGOs registered in Nairobi County. 33 NGOs were selected from the target 328 using the stratified sampling technique. Questionnaires were the main tool for data collection. Data analysis was undertaken using descriptive statistics and inferential analysis. Descriptive statistics including frequencies, percentages, mean, and standard deviation were used to evaluate descriptive variables. Correlation analysis was used to determine the relationship between the dependent and independent variables. The results were presented in relevant tables as required (Ingosi & Juma, 2020).
According to the findings, shared values had a negative and insignificant impact on project performance in the target NGOs. The results further showed that leadership culture had a positive and significant impact on project performance in the target NGOs. It was also reported that power distance culture had a negative and insignificant impact on the performance of projects in the selected NGOs. Lastly, the results indicated that decision-making culture had a positive and significant impact on the performance of projects in the sampled NGOs (Ingosi & Juma, 2020).
The influence of organizational culture on project team performance in NGOs, using a specific reference of Living Water Rwanda
This study explored the impact of organizational culture on the performance of project teams in the Living Water Rwanda organization. Specifically, the study assessed the influence of the following dimensions of organizational culture on the performance of the project team: organizational control, reward criteria, and risk tolerance. The target population included 64 staff members working in the organizations, including project managers, team leaders, and team members. Consequently, 30 respondents were selected to participate in the study. Data collection was done using questionnaires, documentary analysis, focus group discussions, and interviews. Descriptive statistics were used to analyze descriptive variables of the study. Correlation analysis was done to determine associations between the variables being investigated. The findings were presented in relevant tables as required (Mugabo, 2020).
The findings indicated that organizational control at the Living Water Rwanda organization is exercised at all the levels of management, and as such, it has helped to promote teamwork. The findings also indicated that reward criteria involve compensating every team member equally to encourage teamwork rather than individual effort. It was also reported that managers in the target organization were not risk tolerant. In other words, the respondents indicated that actually, a risk avoidance strategy seems to be the norm in the organization. The findings also pointed at higher levels of effectiveness among team members as far as project performance is concerned. The results also reported increased efficiency in performance by the project team. It was also shown that project timeliness is frequently met by project teams for every work given (Mugabo, 2020).
The results of correlation analysis indicated that organizational culture and risk tolerance had a positive and significant impact on project team performance in the target organization. On the other hand, it was established that reward criteria had an insignificant impact on the performance of the project team in Living Water Rwanda (Mugabo, 2020).
Influence of organizational culture on project success in Nigeria: A case of Nestle Nigeria PLC
This study explored the influence of organizational culture on project performance in Nestle Company Limited, Nigeria. Specifically, the study explored the impact of a conducive work environment on the success of projects at Nestle Company Limited, Nigeria. It also assessed the impact of leadership approach on project success in the target firms. Lastly, the study examined the impact of process familiarization on the success of projects in the target firms. The target population included employees of Nestle Company Limited, Nigeria. The collected data was analyzed using descriptive statistics (Daniel & Inim, 2019).
The findings of the study showed that a conducive working environment had a significant impact on the success of projects at Nestle Company Limited, Nigeria. The results also demonstrated that management leadership style had a positive impact on project success in the target firm. Lastly, the results showed that process familiarization had a positive impact on project success in the target company (Daniel & Inim, 2019).
Influence of organizational culture on project performance in the Waso Trust land project organization
This study explored the impact of organizational culture on the performance of the Waso Trust land project in Isiolo, Kenya. Specifically, the study sought to determine the influence of diversity, employee recognition, leadership style, and communication systems on the performance of the Waso Trust land project. The target population included 65 members of the Waso Trust Land Project. Data collection was done using questionnaires. Cronbach’s alpha coefficient was used to assess the validity of the research instrument. Descriptive statistics including frequencies, percentages, mean, and standard deviation were used to analyze descriptive variables. Pearson correlation coefficients were used to assess the correlation between variables under investigation. The findings were presented in suitable tables as required (Abdullahi & Luketero, 2018).
Diversity was measured in terms of individual uniqueness, work productivity, competitive advantages, and awareness of personal biases. Employee recognition was assessed in terms of award of certificates, employee of the month, appreciation cards, and monetary tokens. Leadership was measured in terms of autocratic, benevolent, democratic, laissez-faire, and charismatic leadership styles. Communication was measured in terms of communication skills, communication training, communication channels, and communication barriers (Abdullahi & Luketero, 2018).
According to the findings, diversity had a positive and significant impact on project performance. The results also showed that employee recognition had a positive and significant impact on the performance of the project. It was also reported that leadership style had a positive and significant impact on project performance. Lastly, the results showed that the communication system had a positive and significant impact on project performance (Abdullahi & Luketero, 2018).
The impact of project organizational culture on the performance of construction projects
This study explored the impact of organizational culture on the performance of construction projects in Vietnam. Specifically, the study examined the effect of the following dimensions of organizational culture on project performance: goal alignment and reliance, cooperative orientation, contractor commitment, worker orientation, and empowerment orientation. The target population included project leaders/managers, managing directors, and senior project engineers. In this regard, 416 participants were selected from target-sampled construction firms in Vietnam. Data collection was done using questionnaires administered through face-to-face interviews and email correspondence. Descriptive statistics including frequencies, percentages, means, and standard deviations were used to analyze the collected data (Nguyen & Watanabe, 2017).
Organizational culture was measured using a 29-item scale adopted from past researchers. The 29 items were condensed into 5 main dimensions representing the cultural artifacts in the target firms. Project performance was assessed using 8 items, including client satisfaction with quality, client satisfaction with timeliness, client satisfaction with cost, client satisfaction with safety issues, satisfaction with profitability, labor productivity, lessons learned, and overall performance (Nguyen & Watanabe, 2017).
The results revealed that goal alignment and orientation, contractor commitment, and worker orientation had a positive and significant impact on project performance as indicated by participant satisfaction. The results also showed that contractor commitment and cooperative orientation had a positive and significant impact on project performance as indicated by labor productivity. In addition, the findings demonstrated that goal alignment/reliance and contractor commitment had a positive and significant impact on project performance as represented by learning. Overall, goal alignment and reliance, contractor commitment, and worker orientation all had a positive and significant impact on the performance of construction projects. On the other hand, the results revealed that cooperative orientation and empowerment orientation had an insignificant impact on project performance in the target organizations (Nguyen & Watanabe, 2017).
Effect of organizational culture on project performance of Airtel Kenya Limited
This study explored the impact of organizational culture on the performance of projects in Airtel Kenya Limited. Specifically, the study explored the effect of diversity, communication style, and leadership style on the performance of projects at Airtel Kenya Limited. Also, the study sought to establish the moderating role of organizational design on the relationship between diversity, communication, and leadership and project performance (Ochiel et al., 2017).
The target population included 112employees of Airtel Kenya Limited involved in various projects across the country. Out of the 112 workers, 44 were selected to participate in the study using simple stratified sampling. These included project managers, project planners, project coordinators, and administrators. Data collection was done using questionnaires. Data analysis was done using descriptive statistics such as frequencies, percentages, means, and standard deviations. Regression analysis was done to establish the relationship between the dependent and independent variables (Ochiel et al., 2017).
According to the results, diversity, communication strategy, and leadership approach all had a positive and significant impact on the performance of projects at Airtel Kenya Limited. In addition, the results showed that organizational design had a positive and significant influence on the relationship between diversity, communication strategy, leadership approach, and project performance in the target organization (Ochiel et al., 2017).
The effect of corporate culture on project performance at Nation Media Group
This study explored the effect of corporate culture on the performance of projects at Nation Media Group. Specifically, the study examined the impact of communication, teamwork, reward and recognition, and training and development on the performance of projects at the Nation Media Group. The target population included 57 employees working at the Nation Media Group, Mombasa plant. Questionnaires were used as the main tool of data collection. The collected data was analyzed using descriptive statistics and inferential analysis. The findings were presented in tables as required (Jumba, 2013).
The results showed that employee training and development have a positive impact on project performance at the Nation Media Group, Mombasa plant. In addition, the results revealed that reward and recognition have a positive and significant impact on project performance in the target firm. The findings also demonstrated that teamwork had a positive and significant influence on project performance. Furthermore, it was also reported that communication had a positive impact on project performance at the target firm. Lastly, the study established a positive and significant relationship between the two (Jumba, 2013).
The relationship between organizational culture and project performance in Malaysia
This study examined the effect of organizational culture on the project performance of construction companies in Malaysia. Specifically, the study explored the impact of the following dimensions of organizational culture on the project performance of target firms: clan culture, adhocracy culture, hierarchy culture, and market culture. The target population included 86 construction companies operating in Kuantan, Malaysia. 58 respondents selected from these companies constituted the sample population for the study. Data collection was done using questionnaires. The collected data were analyzed using descriptive statistics (frequencies, percentages, and mean) and correlation (Pearson correlation) analysis. The results were presented in tables as required (Tahir, 2012).
According to the findings, all the organizational culture types were shown to have a positive and significant impact on project performance in construction firms in Kuantan, Malaysia. In particular, market culture was found to have the strongest impact on project performance, followed by hierarchy culture, adhocracy culture, and lastly, clan culture (Tahir, 2012).
The impact of organizational culture on project management in matrix organizations
This study explored the impact of organizational culture on the effectiveness of project management practices in South African organizations. In particular, the study assessed the effect of the following constructs of organizational culture on the effectiveness of project management practices: organization direction, competitiveness orientation, decision-making rationale, cross-functional integration, communication philosophy, locus of decision-making, people management style, flexibility, philosophy about people, personal competency, process and system support, and performance management. Project management practices were measured using the model developed by Morrison and Brown (2004). According to this model, the dimensions of project management practices include organizational input dimensions, project management process dimensions, short-term project management outcomes, and strategic impact dimensions (Morrison et al., 2008).
The target population included 131 organizations across South Africa that are involved in managing projects in a substantial manner, that follow a matrix organization approach during resource assignment, that practice project management in a formalized way, and that practice project management using in-house resources only. A sample size of 45 organizations was selected from the target population where senior managers, project managers, and project team members were targeted. Data collection was done using questionnaires. Descriptive statistics were used to analyze descriptive variables of the study (Morrison et al., 2008).
The findings revealed that organizational direction, cross-functional integration, communication philosophy, and people management style had the strongest impact on project management practices in the target firms. Secondly, competitiveness orientation, decision-making rationale, locus of decision-making, flexibility, personal competency, process and systems support, and performance management were found to have a moderate effect on the effectiveness of project management practices in the said firms. Lastly, philosophy about people was shown to have the least impact on the effectiveness of project management practices in the target organizations (Morrison et al., 2008).
Citation
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Ackon, F., Kheni, N.A., Mensah, J.V., Barajei, C. (2024). Effects of organizational culture types on construction project performance: a competing values framework approach in a Ghanaian perspective. African Journal of Empirical Research, 5(4), 1850-1858.
Daniel, C.G. and Inim, V.E. (2019). Influence of organizational culture on project success in Nigeria: A case of Nestle Nigeria PLC. International Journal of Innovative Science, Engineering and Technology, 6(5).
Ingosi, J.M. and Juma, D. (2020). Influence of organizational culture on project performance: a case of non-governmental organizations in Nairobi County, Kenya. The Strategic Journal of Business and Change Management, 7(4), 262-281.
Joanna, M. and Joanna, S. (2021). Project culture as a key project success factor: the perspective of Polish project managers: WSEAA Transactions on Business and Economics.
Jumba, C.M. (2013). The effect of corporate culture on project performance at Nation Media Group. Unpublished Master’s Thesis submitted to the Department of Business Administration, Kenyatta University.
Kakumanu, O.N. (2024). The influence of organizational culture on project portfolio management practices within the healthcare sector. Journal of Project Management.
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Muneer, M., Khan, N., Awais Hussain, M., Shuai, Z., Khan, A.A., Farooq, R., Moawwez, M.A., Tariq, M.A.U.R. A quantitative study of the impact of organizational culture, communication management, and clarity in project scope on constructions’ project success with the moderating role of project manager’s competencies to enhance constructions management practices. Buildings, 12, 1856.
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Ochiel, D.G.W., Iravo, M., Wandera, R.W. (2017). Effect of organizational culture on project performance of Airtel Kenya Limited. International Journal of Management and Commerce Innovations, 4(2), 17-26.
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