Towards an organizational culture-performance relationship framework in construction

Organisational culture (OC) has been linked with performance (OP) for its intrinsic influence on decisions of organisations. The OC-OP relationship in construction has been discussed in a number of settings such as total quality management. Moreover, little has been reported on the operationalisation of OC as well as testing the OC-OP relationship empirically in construction. This study aims to contribute to this research gap. Based on an extensive literature review, an OC framework in construction is proposed. As for performance indicators, the attributes used in the balanced scorecard (BSC) framework with additional construction-related measures are used. With these, an OC-OP relationship framework is then proposed. With data collected from construction professionals, the framework was analysed by structural equation modelling technique. Whilst a conservative working environment cultivates red tape and impedes organisational growth, innovative working atmosphere is found to be the principal performance driver from an OC perspective