Effects of organisational culture on the performance of construction companies in Nigeria: a study of Lagos and Imo state.

Studies on the influence of organisational culture on the performance of construction firms remain scarce. There is a scarcity of research that has focused on the organisational culture of construction firms in developing nations like Nigeria. Consequently, the present study sought to address the gap by exploring the effects of organisational culture on the performance of construction companies in Lagos and Imo states of Nigeria. The precise objectives that the study sought to address include establishing the precise features of organisational culture that were prevalent in the Nigerian construction companies, determining how adopting organisational culture influenced the performance of construction companies in Lagos and Imo states of Nigeria, determining the extent to which formalisation of organisational culture was considered important in the Nigerian Construction sector and to explore the extent in which construction companies in Nigeria had adopted an effective culture. To gather relevant information on the above focus areas, the study adopted a mixed methodology and pragmatic philosophical stance: case study research design and abductive research approach. Primary data was gathered using interviews and closed-ended questionnaires, while secondary information was obtained from peer-reviewed journals. The findings attained in the study showed that construction firms in Lagos and Imo states of Nigeria exhibited diverse features of organisational culture such as team collaboration and commitment, high level of care for clients, free sharing of information and clarity of firm goals. It was, however, unveiled that only a limited number of organisations exhibited the various features. Moreover, the research outcomes showed that despite organisational culture having a positive impact on the performance of organisations, suitable measures that had been established in the organisations to implement the cultures were missing. Precisely, the findings showed that construction firms in Lagos and Imo states of Nigeria had inadequately formalised their culture, a factor that hindered the realisation of positive firm outcomes from firm culture. Consequently, it was concluded that construction firms in Lagos and Imo states of Nigeria were yet to adopt an effective culture. It was therefore proposed that administrators in Nigerian-based organisations needed to establish strategies for creating an effective culture, such as documentation of firm procedures and adoption of transformational leadership styles to enhance the probability of attaining an enhanced performance. Further, it was recommended that future scholars consider replicating the same study in other states of Nigeria to complement the findings of the current study.

Grantor dc:publisher.institution

Robert Gordon University

Year dc:date.issued

2025

Author dc:creator

• Matthews, Valerian

Advisor dc:contributor.advisor

• B. Bjeirmi

• Organisational culture
• Organisational performance
• Construction firms
• Construction companies
• Construction industry
• Nigeria

Language dc:language

en

Identifier

oai:rgu-repository.worktribe.com:2989471
https://doi.org/10.48526/rgu-wt-2989471

OAI identifier oai:identifier

oai:rgu-repository.worktribe.com:2989471