Oyewobi, L O; Abiola-Falemu, O and Ibironke, O T (2016) The impact of rework and organisational culture on project delivery. Journal of Engineering, Design and Technology, 14(2), pp. 214-237.
Abstract
Purpose It is generally accepted that organisational culture is capable of influencing how project organisation performs. It can also impact on how people set individual goals and objectives, perform their roles, tasks and deploy resources to achieve set objectives. The purpose of this paper is to examine the influence of organisational culture on the occurrence of rework in Nigerian construction industry. Design/methodology/approach The research adopted mixed method research using both quantitative and qualitative approaches to elicit information. Though, the result of the questionnaire survey was presented in this paper. Exploratory factor analysis was used to identify which variables measured attributes of the same underlying proportions, while descriptive statistics and multiple regression analysis were used to establish the influence of organisational culture on rework. Findings The study identifies 14 factors as causes of rework from the result of factor analysis. The outcome also indicates that leadership style, success criteria and management style are important organisational culture dimensions. Poor management practices and lack of teamwork are found to be largely responsible for poor project delivery due to rework occurrence. Practical/implications The research will be of significant benefit to both the academic and industry practitioners. The result of the research will provide academics with useful insights into the influence of organisational culture on project delivery by undertaking future research to inform better understanding. The research will also provide practitioners with good understanding of how culture within their organisations can influence the performance of their subordinates or employees. Further research is encouraged to investigate the influence of management and leadership style on project delivery in the context of Nigeria. Originality/value This study is the first attempt to investigate the influence of organisational culture on occurrence of rework empirically in the Nigerian construction industry. There is paucity of research focusing on this area as it affects project delivery.
| Item Type: | Article |
|---|---|
| Uncontrolled Keywords: | construction project management; Nigeria; organizational culture; leadership style; culture in construction; management practices; project delivery; rework |
| Index terms: | culture in construction, exploratory factor analysis, success criteria, survey, project organization, leadership style, rework, practitioner, questionnaire, management practice, methodology, organizational culture, multiple regression analysis, teamwork, management style, mixed method research, Nigeria, qualitative approach, construction project management, factor analysis, project delivery, construction industry, statistics, dimension |
| Subjects: | assessment methods, sociology, statistical analysis, leadership, industry analysis, research methods, management, project management theory and practice, Geography, organizational theory, operations management, project delivery, health monitoring assessment and metrics, mathematical modelling, data collection methods, practitioner |
| Topics: | Roles and Professions, Procurement, Business Strategy, Health and Safety, Research Practice, Geographical Context, Project Management, Organizational Design, Human Resources |
| Descriptive scope: | 5 PCTEA |
N.B. Descriptive scope is a count of how many of the five facets of empirical research are indicated by the words used in title, abstract and keywords. It is not intended as a judgement on the research; merely a count of the kind of word we would expect to indicate Phenomenon, Concepts, Theoretical framing, Empirical techniques, Analytical techniques. If all five are present, then a code of “5 PCTEA” will indicate this. If you feel the coding for this record is questionable, we welcome discussion around the terms we matched or the way we categorized them. The facet you would expect may not be coded, or a facet may be coded inappropriately. This can also bear on a larger question, of which facets should be treated as defining in construction management research. Please get in touch, and we will look at it. More details here