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The purpose of this paper is to address the primary research question, which is what is the relationship between the project manager’s (PM) possession of the Project Management Professional (PMP) certification and the level of the safety culture present in the construction project the PM manages.

The research was based on a survey of a purposive sample, 109 engineers and first-line supervisors worked in 23 construction projects of which ten were led by PMP-certified PMs and 13 were led by PMs lacking PMP certification. Each PM completed a demographic questionnaire for the predictor variables of PMP certification controlled for age and experience. To assess the criterion variable of safety culture total score, engineers and first-line supervisors working in the same project completed the questionnaire of safety culture values and practices.

Results of this study indicated the level of safety culture was significantly different, and improved, for engineers and first-line supervisors who work under PMs with PMP certification compared to the level of safety culture in projects managed by PMs with no PMP certification. Although alignment of safety culture perceptions among different levels in the organization helps to achieve a positive safety culture, the role of the PM in transferring, implementing and maintaining the safety culture in the construction project is fundamental, particularly in small-to-medium sized enterprises (SMEs).

This study addressed the role of the PMs managerial skills in the safety performance of Saudi Arabian SMEs. The principal finding was that PMs with managerial skills perform better regarding safety performance in SME construction projects than PMs lacking managerial skills. The primary recommendation is that leaders in construction projects must carefully evaluate engineers’ managerial skills before hiring the individuals as PMs. A PM’s promotion model developed in this study provides a suitable framework and business process component for construction leaders seeking to maintain safety performance successfully.

Cultural differences cause conflicts amongst construction project participants, deterring the success of projects. Understanding such different cultural manifestations could help the removal of the misunderstandings amongst sub-cultural groups and removal of formal irrationalities deterring the progress of construction projects. The purpose of this paper is to explore the nature of project cultures in the public sector construction projects.

An exploratory case study was selected as the research strategy to achieve the research aim. Three public sector building construction projects were used as case studies. Nine semi-structured interviews and observation of two progress review meetings per case were used for data collection.

As per the research findings, contractors believed that construction project culture emerged and transferred through continuous interactions and socialisations with time. Consultants believed that culture was emerged focusing on clearly defined project objectives. In addition, all members assumed that project members at high authority levels were contributing more for the emergence and transfer of cultural aspects. Levels of culture and power existed within the public sector project culture as clients with the highest power, consultants the next and contractors with the least power. Public sector project culture was not leader centred. Shared behavioural norms were not much popular in project culture. Highly differentiated behavioural norms, demonstrating clear professional sub-cultures for the client, contractor and consultant, were available.

The research findings are helpful to construction project managers to enhance the level of motivation, productivity, commitment, continuous interactions and socialisations of project participants and to avoid any negative outcomes in behaviours.

One of the consequences of globalisation is the proliferation of interactions between professionals of organisations from different cultural backgrounds. This is certainly true for construction project managers working in the Gulf Cooperation Council (GCC) countries, and the aim here is to provide foundation evidence regarding first, the existence of a distinct organisational culture and, second, the perceived culture type.

Data collected through questionnaire-based interviews with 96 construction project managers in the GCC countries was analysed by applying the Organisational Culture Assessment Instrument (OCAI, Cameron and Quinn, 2006) and empirical statistics.

The OCAI was found to be a useful tool to determine a profession's culture, and, confirming what has so far been anecdotal evidence, the findings indicate that both the group and hierarchy cultures are dominant culture types among construction project managers in the GCC countries.

The confirmation of the dominant culture types gives increased confidence to practitioners to develop effective cultural diversity management regarding professional interactions with construction project managers in the GCC countries.

The findings contribute to the body of knowledge by proving that construction project managers in the GCC countries perceive a dominant blend of group and hierarchy cultures.

The purpose of this paper is to examine the joint congruence effect of leadership styles and organizational culture on project members’ innovative behaviors in the construction projects setting.

The proposed hypotheses are tested using polynomial regression with a sample of 217 project managers and employees of different construction projects in China, and plotted through response surface analysis.

The results of polynomial regressions support the congruence effect hypothesis, indicating that more innovative behaviors of the project members could be elicited by a high level of congruence between transformational or transactional leadership styles and organizational culture. Furthermore, asymmetrical incongruence effects are found wherein project members with lower levels of innovative behaviors when project organizational culture is stronger as compared with when two leadership styles are at higher levels. Specifically, the condition is found under the innovation dimension of organization culture, but higher level of innovative behavior conversely displays when the harmony culture is weaker than two leadership styles.

The conceptual model and hypotheses are examined by analyzing cross-sectional and self-reported data collected in China. The findings could be further examined through multi-source or longitudinal, more systematic research.

The findings highlight the pivotal role played by the value congruence of leaders-organizations in motivating employees to be innovative in project organizations. This paper provides knowledge for project managers to help them understand whether and how project members’ innovative behaviors are better motivated by the fit or misfit between the styles of leadership and project organizational cultures. Besides, this study provides the approach or direction for the project leaders training.

This study is one of the first to examine the joint effects of leadership styles and organizational culture on innovative behavior based on the person-organization fit theory and from the perspective of value congruence.

It is generally accepted that organisational culture is capable of influencing how project organisation performs. It can also impact on how people set individual goals and objectives, perform their roles, tasks and deploy resources to achieve set objectives. The purpose of this paper is to examine the influence of organisational culture on the occurrence of rework in Nigerian construction industry.

The research adopted mixed method research using both quantitative and qualitative approaches to elicit information. Though, the result of the questionnaire survey was presented in this paper. Exploratory factor analysis was used to identify which variables measured attributes of the same underlying proportions, while descriptive statistics and multiple regression analysis were used to establish the influence of organisational culture on rework.

The study identifies 14 factors as causes of rework from the result of factor analysis. The outcome also indicates that leadership style, success criteria and management style are important organisational culture dimensions. Poor management practices and lack of teamwork are found to be largely responsible for poor project delivery due to rework occurrence.

The research will be of significant benefit to both the academic and industry practitioners. The result of the research will provide academics with useful insights into the influence of organisational culture on project delivery by undertaking future research to inform better understanding. The research will also provide practitioners with good understanding of how culture within their organisations can influence the performance of their subordinates or employees. Further research is encouraged to investigate the influence of management and leadership style on project delivery in the context of Nigeria.

This study is the first attempt to investigate the influence of organisational culture on occurrence of rework empirically in the Nigerian construction industry. There is paucity of research focusing on this area as it affects project delivery.

This research aims to investigate the impacts of project culture on the performance of construction projects. Cultural issues in the construction industry have attracted growing attention from both practitioners and academia. However, there are few studies on culture issues at the project level. The influence of project culture has not traditionally been on the research radar.

A case study approach, utilising questionnaire surveys, in-depth interviews and review of project documents, was used to investigate project culture and its associated impacts in two major hospital projects.

The results indicated that project culture played an important role in achieving harmonious relationships between project participants and better project outcomes in terms of schedule, functionality, satisfaction with the process, satisfaction with the relationships, environmental issues addressed commercial success, further business opportunities and overall performance. Case 1 outperformed Case 2 in these performance indicators. Similarly, it became clear that the project’s culture should be developed from the outset and sustained during the project period. Furthermore, it was also highlighted that the project culture should be translated to all levels of the supply chain, i.e. sub-contractors and suppliers.

The findings enabled the client to understand the role of project culture and actively commit towards the development and maintenance of the project culture from very early on. It also helps project teams to understand how to deal with cultural issues at the project level.

This study is one of limited empirical studies that offer in-depth insights of how project culture affects the performance of construction projects. It is also the first study of hospital projects on the research topic.

Engineering-procurement-construction (EPC) projects in the oil and gas industry are special projects involving diverse cultures, behaviours and complexity in global business. Among these elements, culture is a crucial factor contributing to project performance. Several studies have been conducted on culture and its impact on project performance, especially in construction. However, studies on the cultural factors affecting EPC projects have not yet been carried out, especially for projects in the oil and gas industry. Thus, this study aims to explore and identify the cultural factors that affect the performance of oil and gas EPC projects in Vietnam.

In all, 60 people with experience in EPC projects were interviewed for the study. Axial and selective coding were used to build the final grounded theory.

The research findings show that the main cultural factors affecting the performance of EPC projects are leadership, organisation, planning, communication, human resources, goal and orientation.

This study provides empirical evidence for the importance of cultural factors that affect the success of EPC projects. It can serve as a guide on how to manage EPC projects and how to overcome the cultural difficulties in oil and gas EPC projects in Vietnam.

It is widely recognised that improving project delivery in construction requires a consideration of the culture within the project organisation that is often associated with fragmentation, antagonism, mistrust, poor communication, finger‐pointing, machismo, and sexism. Many have thus called for cultural change on construction projects. However, change can only take place when there is an understanding of the drivers of culture within the construction project organisation (CPO). Given the argument in cultural theory that culture reflects distinct adaptations to the environments in which people operate, this research seeks to look for empirical evidence that the culture of the CPO is associated with particular features of construction projects.

A mixed methodology approach was employed with qualitative data collected through semi‐structured interviews, and quantitative data on project features and cultural orientations collected through a questionnaire survey of UK contractors.

Factor analysis revealed five principal cultural dimensions: workforce orientation, performance orientation, team orientation, client orientation, and project orientation. It was found that these five dimensions are associated with a number of key project features, in particular project size, complexity, influence of participants like the quantity surveyor, client and main contractor, the level of importance of cost and health and safety (H&S), location, and the number of variations. Significantly, no evidence was found to confirm that the procurement approach adopted influenced culture.

The findings provide some insight into the cultural consequences of project features, awareness of which is essential if appropriate strategies are to be developed to mitigate the negative impacts of culture.

This paper aims to explore the ways innovation becomes enabled through knowledge management and sharing which has important implications for establishing and sustaining the culture of innovative thinking in project-based construction firms. This study adopts a reflective practitioner perspective to explore this relationship.

In total, 30 semi-structured interviews were conducted with the construction sector professionals whose roles are most relevant in the connection between innovation and knowledge management. Thematic analysis and cognitive mapping techniques were used to analyse the interview data.

The research findings indicate that due to the complexity of project-based construction firms, a more holistic approach to knowledge management and organisational learning at the firm level is required. This would enable a culture of continuous and coordinated knowledge flow that facilitates innovation and continuous improvement in project-based firms.

This paper has important implications for practising managers in project-based construction firms. By better understanding the ways organisational knowledge can be managed to become an enabler of innovation would allow to build and enhance firms’ innovative capabilities, individual and team competencies. There is a real need for innovation knowledge managers as formal job positions in the construction sector.

This study contributes to construction innovation and project management research and practice by providing insights into establishing and sustaining the culture of learning and innovative thinking.

This chapter focused on presenting the result of the Delphi study from the questionnaire distributed to the experts. The Delphi technique was used for modelling the construction supply chain management (CSCM) practice in the fourth industrial revolution (4IR) era. The technique was also used to predict the supply chain management's (SCM) possible trends in the construction industry. A total of 15 experts were selected for this study based on their working experience. The Delphi study also validated the gaps (organisational culture and 4IR component) identified from the existing CSCM model. The findings from the Delphi study revealed that organisational culture has a significant impact on the practice of CSCM in the 4IR era. Regarding adopting the 4IR component for the CSCM in Nigeria, the Delphi study revealed that smart management and virtualisation are the most adopted. Unfortunately, the cyber-physical system, the heartbeat of the 4IR, is yet to be fully implemented for CSCM practice in the Nigerian construction industry.