A construction project organization in Jigjiga city is run by several people with a variety of backgrounds, which results in various behavior and expectations for a project. Much of the work is subcontracted, workers' behavior is not strictly regulated, managers have shown little concern for health and safety, casual hiring practices, a short-term mentality, mistrust and blame culture are some of the characteristics that the culture of the city's construction industry is frequently associated with on a project basis. As a result, the project's outcomes have been associated with litigation, cost and time overruns, poor quality, and exceedingly low performance in terms of health and safety. Due to this, understanding cultural differences and the benefit of organizational culture on construction project performance is exceedingly important and the prerequisites for the efficient operation of an organization run by several people from various backgrounds include a shared objective and an acceptable organizational culture that is compatible with the environment. This study was conducted to investigate the connection between organizational culture and construction project performance in the case of Jigjiga City. The study sampled 177 contractors who were registered and employed in Jigjiga using simple random sampling. A structured questionnaire was used to collect the intended data, and 82 questionnaires were answered and analyzed in SPSS 24 using both descriptive and explanatory methods. Several project performance measures were also assessed, and their connections with cultural orientations were investigated. The analysis revealed three principal cultural orientations and four principal project performance measures. The three principal cultural orientations (the most comprehensive components of project organizational are: results orientation, cooperative-empowerment orientation, and team-leadership orientation. And, the four principals’ performance outcomes are participants' satisfaction: quality, health, and safety outcomes: productivity, innovation, learning, and new ways of doing things: and time and cost outcomes. All three cultural orientations were found to be significantly associated with project overall performance outcomes. These associations were modeled using multiple regression, and the models show that projects with higher results orientation, cooperative-empowerment orientation, and team-leadership orientation have better overall performance outcomes. Therefore, these orientations demand the focus and resources of the construction organization. The research methodology comprised both quantitative and qualitative approaches. Keywords: Organizational culture; Cultural orientations; Project performance