Critical Cultural Factors of Construction Project -based Organisation in Nigerian Industry for Project Efficiency
Femi-favour Olabode Olasunkanmi
*
Department of Building, Niger Delta University, Amassoma, Bayelsa State, Nigeria.
Collins Okechi Edogha
Department of Building, Abia State University, Uturu, Abia state, Nigeria.
Hammed Bolaji Lawal
Department of Quantity Surveying, Niger Delta University, Amassoma, Bayelsa State, Nigeria.
*Author to whom correspondence should be addressed.
Abstract
Aim: The attention of construction stakeholders is drawn to cultural factors within a construction project-based organisation (CPBO), considering its significance to realising project goal. Hence, the study determines how these cultural factors influence project efficiency in Nigerian construction industry through selected states of Lagos, Rivers and FCT (Abuja), Nigeria.
Methodology: A survey design approach through questionnaire for eliciting feedback was adopted. Data from 975 respondents comprising project managers; project team members; supervisors was analysed descriptively using percentages/averages and inferentially through Structural Equation Modelling.
Results: Findings reveal innovative and supportive cultural factors of “This company openly recognises innovative employees”; “This firm motivates creativity”; and “The management provides fair conditions of service to employees” with standard regression weight (SRW) and square multiple correlations (SMC) above 0.5 and 0.25 (the minimum threshold) respectively impacts “Resulted in project team satisfaction”; “Productivity level enhanced”; and “Ensure firms’ talent are retained” dimensions of efficiency significantly (also with SRW and SMC above the minimum threshold). The SMC of 0.344 means the variance in project efficiency of about 34.4% is accounted for by organisational cultural factors, thus, implying contributing to increased efficiency in project delivery by about 34.4% in Nigerian industry.
Conclusion: The CPBO analyses, harnesses and employ her inherent beneficial cultural indices to the advantage of project delivery; not always organisation performance as had been widely done in Nigeria. Theoretically, the survey contribution to the robustness of discourse on this aspect of construction project management is novel and desirous of embracement by all project management practitioners.
Implications: Trained and motivated staff of CPBO is committed to the organisation’s course by giving his/her best without any reservation. Again, while the best of employees among the ranks are retained through organisation’s commitment to staff welfare, employees’ resentment is evaded. The novel contribution of the survey to the robustness of discourse on project management deserves embracement by project management practitioners.
Keywords: Organisation culture, cultural factors, project efficiency, project success, construction management, structural equation modelling