Effects of Organizational Culture Types on Construction Project Performance: A Competing Values Framework Approach in Ghanaian Perspective

Organizational culture plays a critical role in influencing various aspects of project performance. However, existing studies on the impact of specific cultural types on construction projects have produced mixed results. This research examines the effects of organizational culture types on the performance of construction projects. A descriptive cross-sectional design was adopted, utilizing a census sampling approach. Quantitative data were collected using structured questionnaires administered to 375 medium and large-size construction firms. The analysis employed both descriptive and inferential statistical methods, including correlation and regression analyses. The results revealed that market and hierarchy culture types positively influence construction project performance, while clan and adhocracy cultures do not exhibit a significant effect. Furthermore, cultural traits emphasizing external orientation, stability and control characteristic of a hybrid market-hierarchy culture were identified as stronger predictors of successful project outcomes compared to other cultural clusters. To optimize project performance, it is recommended that construction firms in Ghana transition from adhocracy-dominated cultures to hybrid market-hierarchy culture.