INFLUENCE OF ORGANIZATIONAL CULTURE ON PROJECT PERFORMANCE. A CASE OF NON GOVERNMENTAL ORGANIZATIONS IN NAIROBI COUNTY, KENYA
Abstract
Projects often encounter difficulties in attaining satisfactory performance. This can be due to a lack of meeting certain project targets. Cameroon and Quinn (2011) states that, project performance can be affected by a range of things; of these is the project organizational culture. Therefore the study pursued to understand the influence of project organizational culture on project performance. It specifically focused on NGOs located in Nairobi County. The objectives of the study were: to establish the influence of shared values on project performance; to find out whether leadership influences project peromance; to assess the effects of power distance on project performance and to find out the relationship between decision-making culture and project performance. The theories related to the study are: Shein’s theory of organizational culture, Daniel Denison’s theory, transformstional leadership theory and Hofstede’s cultural theory. The sample size of the study was N=328 NGOs located Nairobi County. In this study, the sampling technique employed to select the participants was stratified sampling. The study embraced quantitative method with cross-sectional research design. Data was collected through a questionnaire and analyzed using the Statistical Package for the Social Sciences (SPSS). The reliability of the instruments was tested using the Cronbach’s Alpha, organizational culture α= .859 while for the project perfomance was α =.882 which claimed a good internal consistency. Pearson r correlational coefficient analysis was used to test the relationship between the variables.The findings indicated that there was a significant positive correlation between decision making culture and project parfomance and between leadership culture and project performance wheres there was negative correlation between shared values and project performance and power distance culture and project performance respectively.
Key Words: Shared Value, Leadership, Power Distance, Decision-Making Culture, Project Performance
CITATION: Ingosi, J. M., & Juma, D. (2020). Influence of organizational culture on project performance. A case of non-governmental organizations in Nairobi County, Kenya. The Strategic Journal of Business & Change Management, 7(4), 262 – 281.
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DOI: http://dx.doi.org/10.61426/sjbcm.v7i4.1788
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