Organization Culture Impact on Sudanese Construction Project performance

Abstract

Traditionally, construction industry is attributed of being fragmented, risky, fluctuated, complex, associated with antagonism, blame culture, short term mentality and poor communication. All enthroned as poor performance. Sudanese construction industry is believed to exhibit no exception of that. Sudanese construction industry is an industry that operates in an economically, politically and socially turbulent developing country environment. Organizational culture, as a mean of internal integration and external adoption, is deemed by many scholars and professionals to be one of the main theoretical levers for organizational performance enhancement. Thus, it is essential to articulate how organizational culture can enhance construction project performance in Sudanese context. This research study sought to tackle the identified research gap in the literature concerning the empirical linkage between organizational culture and the construction project performance in Sudanese context. Descriptive quantitative research methodology was adopted in the study; quantitative/statistical methods were exercised to capture the proposed empirical link. Self-administrated survey (questionnaire) was the main tool used to collect required data. SPSS version (21) software was used to analyze the data. The key finding of the study was: Organizational cultures selected dimensions (people and leadership, processes and systems, information management and business focus) of Sudanese construction industry projects are significantly correlated with organizational outcomes (performance). This research concluded that there is a proven empirical relationship between organization culture and construction project performance in Sudanese context. Furthermore, generated models provide practical implications and an aiding tool for projects managers/stakeholders to improve desired practices in order to enhance project performance