Factors Affecting Project Execution Culture: a Case of Ethiopian Construction Design and Supervision Works Corporation (Ecdswc)
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Date
2023-06
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Addis Ababa University
Abstract
This study aimed to explore the factors that influence project execution culture within the Ethiopian Construction Design and Supervision Works Corporation (ECDSWC). To gather data, a representative sample of employees was given a survey as part of a quantitative research approach using five point Likert scales, the primary data was gathered, and 126 of the 126 distributed questionnaires had been correctly filled out. The study discovered that organizational culture, leadership style, communication, and employee motivation had a significant impact on project execution culture. The accuracy and reliability of the results were increased by the study's use of a descriptive approach and stratified random sampling technique to collect viewpoints from a variety of organizational roles. The study's findings indicate that successful project execution requires a strong organizational culture that values cooperation, innovation, and adaptability. Effective leadership approaches that encourage and inspire workers are also more supportive of successful project outcomes and a positive project execution culture. Employee motivation and efficient communication techniques have also been found to be important determinants of a project execution culture. The study's findings can be used to identify areas where the culture surrounding project execution needs to be improved, which will ultimately result in better project outcomes. The study offers useful information for practitioners and policymakers who want to change the culture of project execution and boost the effectiveness of the ECDSWC overall. Each independent and dependent variable was correlated using the Pearson correlation coefficient (r), which shows a moderate association between leadership style, communication, and employee motivation and the project execution cultures of 0.392 **, 0.427 ** And 0.408** respectively. Organizational culture has a significant positive correlation of 0.663 **. Additionally, regression analysis was performed to confidently ascertain which factors are most important, which ones can be disregarded, and how these factors interact. From the survey result, Leadership style is found to be the primary factor that affects project execution culture (β=0.31, p= 0.001). While Organizational culture (β=0.3; P= 0.002), Communication (β=0.265; P< 0.05), and Employee motivation (β=0.24; P<.05) have a significant effect in descending order