ORGANIZATIONAL CULTURE IN PROJECTS ENVIRONMENT

Published: 25 March 2018| Version 1 | DOI: 10.17632/yk4s56j2rb.1
Contributor:
Dora Alba Ariza Aguilera

Description

ABSTRACT Project stakeholders make up a subculture with its own traits (Kendra and Taplin, 2004). Attitudes and behaviors associated to project management effectiveness have been integrated in a model of organizational culture, made up of four dimensions: governance, learning, relationship between stakeholders and integration. The model was tested using a sample of 116 respondents in organizations from different economic sectors, located in Bogotá, Colombia. Factorial analysis showed integration strength between cultural dimensions. In general, fit indices determined good adjustment of the model to real data. The independence of the culture valuation in projects environment regarding characteristics of participants and organizations was evidenced. Project offices and consulting companies can use the model to diagnose features to change, seeking improve the project success. Future research can use the model to culturally differentiate a group or sector in projects environment and establish relationships between culture and other areas of project management. Research Hyphotesis H1: There is a positive and significant relation between strategic alignment of projects and understanding of projects environment. H2: There is a positive and significant relation between adoption of project management practices and valuation of knowledge associated with projects. H3: There is a positive and significant relation between cohesion among project stakeholders and empowerment. H4: There is a positive and significant relation between stakeholder consideration and adaptation for problem resolution. H5: There is a positive and significant relation between cultural governance and learning in projects environment. H6: There is a positive and significant relation between organizational integration and stakeholders relationship. H7: There is a positive and significant relation between cultural governability of projects environment and organizational integration. H8: There is a positive and significant relation between cultural governance of projects and relationship between stakeholders. H9: There is a positive and significant relation between learning in projects environment and relationship between stakeholders. H10: There is a positive and significant relation between learning in projects environment and organizational integration. Results In order to stablish dependency relations between model components, multiple linear regression analysis was used. Each category and each dimension were considered as a dependent variable and the rest as independent variables. Two-way dependency relations were evidenced between the cultural categories, confirming the hypotheses H1, H2 and H3. No dependence relations were found between consideration of stakeholders and adaptation for problem resolution, rejecting hypothesis H4. Hypotheses H7, H8, H9 and H10 were confirmed except for hypothesis H6.

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