Impact of Organizational Culture on the Occurrence of Rework in Building Project

Abstract

Mismatch of organisational culture type can impact negatively on the productivity and performance of an organisation influencing the occurrence of rework in building projects. The research paper focuses on evaluating the impact of organizational culture on the occurrence of rework in building projects with a view to reducing poor project delivery methods. A survey questionnaire was designed and self-administered to professionals that were involved in building projects (40 companies were sampled) to assess the level of importance attached to organisational culture and to investigate the influence of organisational culture on the occurrence of rework. The level of importance attached to organisational culture was analyzed using the relative importance index, factor analysis was used to identify the significant factors responsible for rework and multiple regression analysis was used to determine the relationship and influence of organisational culture on rework. The findings revealed that organisational culture had a direct impact on the occurrence of rework in terms of communication and working pressures with an value of 0.498. Clearly, reductions in rework require construction firms to re-examine the way they conduct their operations and become prevention focused by addressing these factors and taking them seriously to strive for better organisational management