Nature of existence of public sector construction project culture: an exploratory case study

Abstract

Cultural differences cause conflicts among construction project participants, deterring success of the project. Thus, understanding the nature of existence of construction project culture can assist in achieving better project management. An exploratory case study was adopted to develop propositions with this regard for further research purposes. The research was limited to study the culture of a public sector building construction project. Semi-structured interviews with nine key project participants and observation of two progress review meetings were used as the data collection techniques. As per the research findings, construction projects being temporary organisations, culture was basically emerged focusing on clearly defined project objectives. In addition, construction project culture could be emerged and transferred through continuous interactions and socialisations with the time. Thus, time became a concern for proper internalisation of the cultural aspects. Project members at high authority levels contributed more for emergence and transfer of cultural aspects. Shared behavioural norms were not much popular in the studied project culture. Highly differentiated professional sub-cultures such as; client, contractor and consultant were available. Fragmented behavioural norms were identified creating conflicting and paradoxical situations within the project. These findings can be further confirmed by replication in multiple case studies.