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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 |
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