Designing an Organizational Culture Model in the Projects Environment: a Constructivist Approach*
DOI:
https://doi.org/10.21615/cesp.11.1.9Keywords:
Organizational Culture, Projects Environment, Constructivist Grounded Theory, Social ConstructivismAbstract
Specific behaviors and attitudes shown by people participating in an organization's projects have contributed to their success and have constituted a subculture (Kendra & Taplin, 2004; Morrison, Brown & Smit, 2006; Stare, 2012). The relationship between culture and project effectiveness has been studied by individualizing some cultural traits or by using constructs that need to be complemented (Stare, 2012). With the purpose of constructing a model that groups these cultural aspects, the present investigation took the constructivism as epistemological reference and used like method of application, the constructivist grounded theory. It was based on the literature review and the constrastation between the theory and the reality of the projects, through questionnaires and interviews with project leaders, team members and project stakeholders in 82 organizations located in Bogota, Colombia, belonging to different sectors of the industry. Patterns of attitudes and behaviors were determined and allowed to design a conceptual model of four dimensions: governance, learning, relationship between stakeholders and organizational integration. The dimensions group eight categories and thirty two cultural variables. The study extends the theory in organizational culture and in project management. At the practical level, it provides a framework that helps organizations identify the cultural aspects that need to be improved to achieve more successful projects. Future research can be oriented to statistically validate the model and establish its relationship with indicators of project effectiveness.
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References
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Alavi, M., Kayworth, T., & Leidner, D. (2005). An Empirical Examination of the Influence of Organizational Culture on Knowledge Management Practices. Journal of Management Information Systems, 22(3), 191-224.
Aladwani, A.M. (2002). An Integrated Performance Model of information System Projects. Journal of Management Information Systems, 19(1), 185-210.
Bourne, L. (2013). Gestión de Stakeholders: Gestión de grupos de interés. Bogotá: Ediciones EAN.
Ariza-Aguilera, D.A. (2015). Valores Éticos y Trabajo en Equipo en los proyectos: Una competencia para Garantizar la Sostenibilidad Organizacional. Daena: International Journal of Good Conscience, 10(2), 25-36.
Astley, W.G. (1985). Administrative Science as Socially Constructed Truth. Administrative Science Quarterly, 30(4), 497-513.
Best, A., Smit, J., & Faber, L. (2013). Interventions and their Relation to Organizational Culture and Project Management. Procedia - Social and Behavioral Sciences, 74(29), 329-338.
Bryde, J.D. (2003). Modelling Project Management Performance. The International Journal of Quality and Reliability Management, 20, 228-253.
Cameron, K., & Quinn, R. (2011). Diagnosing and changing Organizational Culture based on the Competing Values Framework. San Francisco, CA: Jossey-Bass.
Charmaz, K. (2008). Constructionism and the grounded theory method. In J.A. Holstein and J.F. Gubrium (Eds.), Handbook of constructionist research (pp. 397–412). New York: The Guilford Press.
Cobern, W. W. (1993). Constructivism. Journal of Educational and Psychological Consultation, 4(1), 105-113.
Creswell, J. (2013). Qualitative Inquiry and Research Design. Choosing Among Five Approaches. United States of America: Sage Publications.
Denison, D.R., Janovics, J., Young, J., & Cho, H. (2006). Diagnosing Organizational Culture: Validating a Model and Method. Working Paper, Denison Consulting Group; Retrieved from: http://www.denisonconsulting.com/resource-library/diagnosing-organizational-cultures-validating-model-and-method.
Fernandes, G., Ward, S., Araujo, M., Loureiro, A.B., & Braga, A. (2014). Perceptions of different stakeholders on improving and embedding Project Management Practice on organisations. Procedia Technology, 16, 957-966.
Glaser, B.G., & Strauss, A.L. (1967). The Discovery of Grounded Theory: Strategies for Qualitative Research. New York, NY: Aldine De Gruyter.
Glaser, B. (2002). Conceptualization: On theory and theorizing using grounded theory. International Journal of Qualitative Methods, 1(2), 1-31.
Hadjinicolaou, N., & Dumrak, J. (2017). Investigating Association of Benefits and Barriers in Project Portfolio Management to Project Success. Procedia Engineering, 182, 274 – 281.
Janz, B. D., & Pattarawan, P. (2003). Understanding the Antecedents of Effective Knowledge Management: The Importance of a Knowledge-Centered Culture. Decision Sciences, 34(2), 351-384.
Jones, M.C., & Harrison, A.W. (1996). IS project team performance: An empirical assessment. Information & Management, 31(2), 57-65.
Kaiser, M. El Ardi, F., & Ahlemann, F. (2015). Successful Project Portfolio Management beyond Project Selection Techniques. International Journal of Project Management, 31, 817-829.
Karlsen, J. T. (2011). Supportive culture for efficient project uncertainty management. International Journal of Managing Projects in Business, 4(2), 240–256.
Kendra, K., & Taplin, L. (2004). Project Success: A Cultural Framework. Project Management Journal, 35 (1), 30-45.
Kerzner, H. (2001). Strategic Planning for Project Management using a Project Management Maturity Model. United States of America: Jhon Wiley & Sons.
Loo, R. (2002). A multi‐level causal model for best practices in project management. International Journal of Project Management, 20(2), 93-98.
Martin, J. (1992). Cultures in Organizations: Three Perspectives. New York, NY: Oxford University Press.
Milosevic, D., & Patanakul, P. (2005). Standardized project management may increase development project success. International Journal of Project Management, 23, 181-192.
Mills, J., Bonner, A., & Francis, K. (2006). The development of constructivist grounded theory. International Journal of Qualitative Methods, 5, 25–35.
Mir, R., & Watson, A. (2000). Strategic Management and the Philosophy of Science: The Case for a Constructivist Methodology. Strategic Management Journal, 21(9), 941-953.
Morrison, J. M., & Brown, C. J. (2004). Project management effectiveness as a construct: A conceptual study. South African Journal of Business Management, 35 (4), 73–94.
Morrison, J. M., Brown, C. J., & Smit, E. v. d. M. (2006). A supportive organizational culture for project management in matrix organizations: A theoretical perspective. South African Journal of Business Management, 37(4), 39-54.
Müller, R. (2009). Project Governance. Burlington: Gower Publishing Company.
Mueller, J. (2014). A specific knowledge culture: Cultural antecedents for knowledge sharing between project teams. European Management Journal, 32(2), 190-202.
Ouchi, W.G., & Wilkins, A. L. (1985). Organizational Culture. Annual Review of Sociology, 11, 457-483.
Oyegoke, A. (2011). The constructive research approach in project management research. International Journal of Managing Projects in Business, 4(4), 573-596.
Pinto, J.K. (2010). Project management: Achieving competitive advantage. New Jersey: Prentice Hall.
Pollack, J. (2007). The changing paradigms of project management. International Journal of Project Management, 25(3), 266-274.
Project Management Institute (PMI). (2017). A Guide to the Body of Knowledge Project Management PMBOK. Pennsylvania: PMI.
Project Management Institute (PMI). (2013). Organizational Project Management Maturity Model-OPM3. Pennsylvania: PMI.
Rezvani, A., Chang, A., Wiewiora, A., Ashkanasy, N. M., Jordan, P. J., & Zolin, R. (2016). Manager emotional intelligence and project success: The mediating role of job satisfaction and trust. International Journal of Project Management, 34(7), 1112-1122.
Rowlinson, S., & Cheung, Y. K. F. (2008). Stakeholder management through empowerment: modelling project success. Construction Management and Economics, 26, 611-623.
Seibert, S.E., Silver, S.R., & Randolph, W.A. (2004). Taking empowerment to the next level: a multiple-level model of empowerment, performance, and satisfaction. Academy of Management Journal, 47(3), 332–49.
Schein, E. (2009). The Corporate Culture Survival Guide. San Francisco: Jhon Wiley and Sons.
Schmitz, S., Rebelo, T., Gracia, F. J., & Tomás, I. (2014). Learning culture and knowledge management processes: To what extent are they effectively related?. Revista de Psicología del Trabajo y de Las Organizaciones, 30(3), 113-121. doi: 10.1016/j.rpto.2014.11.003.
Shenhar, A. J., Dvir, D., Levy, O., & Maltz, A. C. (2001). Project Success: A Multidimensional Strategic Concept. Long Range Planning, 34(6), 699-725.
Stare, A. (2012). The impact of a project organizational culture and team rewarding on project performance. Journal for East European Management Studies, 17(1), 40-67.
Tabassi, A., Argyropolou, M., Roufechaei, K., & Argyropolou, R. (2016). Leadership Behavoir of Project Managers in sustainable Construction Projects, Procedia Computer Science,100, 724-730.
Teller, J. (2013). Portfolio Risk Management and its Contribution to Project Portfolio Success: An investigation of Organization, Proccess, and Culture. Project Management Journal, 44(2), 36-51.
Templeton, G. F., Lewis, B. R., & Snyder, C. A. (2002). Development of a Measure for the Organizational Learning Construct. Journal of Management Information Systems, 19(2), 175-218.
Thamhain, H.J. (2004). Linkages of project environment to performance: lessons for team leadership. International Journal of Project Management, 22(7), 533-544.
Thamhain, H.J. (2013). Building a Collaborative Climate for Multinational Projects. Procedia - Social and Behavioral Sciences, 74(29), 316-328.
Thornberg, R. (2012). Informed grounded theory. Scandinavian Journal of Educational Research, 56, 243–259.
Verma, V. (1997). Managing the project team. Pennsylvania: Project Management Institute.
Wall, T.D., Wood, S.J., & Leach, D.J. (2004). Empowerment and performance, in Cooper, C.L. and Robertson, I.T. (eds). International Review of Industrial and Organizational Psychology, John Wiley, Chichester, pp. 1–46.
Wang, X. (2001). Dimensions and Current Status of Project Management Culture. Project Management Journal, 32(4), 4-17.
Yazici, H.J. (2011). Significance of Organizational Culture in Perceived Project and Business Performance. Engineering Management Journal, 23(2), 20-29.
Alavi, M., Kayworth, T., & Leidner, D. (2005). An Empirical Examination of the Influence of Organizational Culture on Knowledge Management Practices. Journal of Management Information Systems, 22(3), 191-224.
Aladwani, A.M. (2002). An Integrated Performance Model of information System Projects. Journal of Management Information Systems, 19(1), 185-210.
Bourne, L. (2013). Gestión de Stakeholders: Gestión de grupos de interés. Bogotá: Ediciones EAN.
Ariza-Aguilera, D.A. (2015). Valores Éticos y Trabajo en Equipo en los proyectos: Una competencia para Garantizar la Sostenibilidad Organizacional. Daena: International Journal of Good Conscience, 10(2), 25-36.
Astley, W.G. (1985). Administrative Science as Socially Constructed Truth. Administrative Science Quarterly, 30(4), 497-513.
Best, A., Smit, J., & Faber, L. (2013). Interventions and their Relation to Organizational Culture and Project Management. Procedia - Social and Behavioral Sciences, 74(29), 329-338.
Bryde, J.D. (2003). Modelling Project Management Performance. The International Journal of Quality and Reliability Management, 20, 228-253.
Cameron, K., & Quinn, R. (2011). Diagnosing and changing Organizational Culture based on the Competing Values Framework. San Francisco, CA: Jossey-Bass.
Charmaz, K. (2008). Constructionism and the grounded theory method. In J.A. Holstein and J.F. Gubrium (Eds.), Handbook of constructionist research (pp. 397–412). New York: The Guilford Press.
Cobern, W. W. (1993). Constructivism. Journal of Educational and Psychological Consultation, 4(1), 105-113.
Creswell, J. (2013). Qualitative Inquiry and Research Design. Choosing Among Five Approaches. United States of America: Sage Publications.
Denison, D.R., Janovics, J., Young, J., & Cho, H. (2006). Diagnosing Organizational Culture: Validating a Model and Method. Working Paper, Denison Consulting Group; Retrieved from: http://www.denisonconsulting.com/resource-library/diagnosing-organizational-cultures-validating-model-and-method.
Fernandes, G., Ward, S., Araujo, M., Loureiro, A.B., & Braga, A. (2014). Perceptions of different stakeholders on improving and embedding Project Management Practice on organisations. Procedia Technology, 16, 957-966.
Glaser, B.G., & Strauss, A.L. (1967). The Discovery of Grounded Theory: Strategies for Qualitative Research. New York, NY: Aldine De Gruyter.
Glaser, B. (2002). Conceptualization: On theory and theorizing using grounded theory. International Journal of Qualitative Methods, 1(2), 1-31.
Hadjinicolaou, N., & Dumrak, J. (2017). Investigating Association of Benefits and Barriers in Project Portfolio Management to Project Success. Procedia Engineering, 182, 274 – 281.
Janz, B. D., & Pattarawan, P. (2003). Understanding the Antecedents of Effective Knowledge Management: The Importance of a Knowledge-Centered Culture. Decision Sciences, 34(2), 351-384.
Jones, M.C., & Harrison, A.W. (1996). IS project team performance: An empirical assessment. Information & Management, 31(2), 57-65.
Kaiser, M. El Ardi, F., & Ahlemann, F. (2015). Successful Project Portfolio Management beyond Project Selection Techniques. International Journal of Project Management, 31, 817-829.
Karlsen, J. T. (2011). Supportive culture for efficient project uncertainty management. International Journal of Managing Projects in Business, 4(2), 240–256.
Kendra, K., & Taplin, L. (2004). Project Success: A Cultural Framework. Project Management Journal, 35 (1), 30-45.
Kerzner, H. (2001). Strategic Planning for Project Management using a Project Management Maturity Model. United States of America: Jhon Wiley & Sons.
Loo, R. (2002). A multi‐level causal model for best practices in project management. International Journal of Project Management, 20(2), 93-98.
Martin, J. (1992). Cultures in Organizations: Three Perspectives. New York, NY: Oxford University Press.
Milosevic, D., & Patanakul, P. (2005). Standardized project management may increase development project success. International Journal of Project Management, 23, 181-192.
Mills, J., Bonner, A., & Francis, K. (2006). The development of constructivist grounded theory. International Journal of Qualitative Methods, 5, 25–35.
Mir, R., & Watson, A. (2000). Strategic Management and the Philosophy of Science: The Case for a Constructivist Methodology. Strategic Management Journal, 21(9), 941-953.
Morrison, J. M., & Brown, C. J. (2004). Project management effectiveness as a construct: A conceptual study. South African Journal of Business Management, 35 (4), 73–94.
Morrison, J. M., Brown, C. J., & Smit, E. v. d. M. (2006). A supportive organizational culture for project management in matrix organizations: A theoretical perspective. South African Journal of Business Management, 37(4), 39-54.
Müller, R. (2009). Project Governance. Burlington: Gower Publishing Company.
Mueller, J. (2014). A specific knowledge culture: Cultural antecedents for knowledge sharing between project teams. European Management Journal, 32(2), 190-202.
Ouchi, W.G., & Wilkins, A. L. (1985). Organizational Culture. Annual Review of Sociology, 11, 457-483.
Oyegoke, A. (2011). The constructive research approach in project management research. International Journal of Managing Projects in Business, 4(4), 573-596.
Pinto, J.K. (2010). Project management: Achieving competitive advantage. New Jersey: Prentice Hall.
Pollack, J. (2007). The changing paradigms of project management. International Journal of Project Management, 25(3), 266-274.
Project Management Institute (PMI). (2017). A Guide to the Body of Knowledge Project Management PMBOK. Pennsylvania: PMI.
Project Management Institute (PMI). (2013). Organizational Project Management Maturity Model-OPM3. Pennsylvania: PMI.
Rezvani, A., Chang, A., Wiewiora, A., Ashkanasy, N. M., Jordan, P. J., & Zolin, R. (2016). Manager emotional intelligence and project success: The mediating role of job satisfaction and trust. International Journal of Project Management, 34(7), 1112-1122.
Rowlinson, S., & Cheung, Y. K. F. (2008). Stakeholder management through empowerment: modelling project success. Construction Management and Economics, 26, 611-623.
Seibert, S.E., Silver, S.R., & Randolph, W.A. (2004). Taking empowerment to the next level: a multiple-level model of empowerment, performance, and satisfaction. Academy of Management Journal, 47(3), 332–49.
Schein, E. (2009). The Corporate Culture Survival Guide. San Francisco: Jhon Wiley and Sons.
Schmitz, S., Rebelo, T., Gracia, F. J., & Tomás, I. (2014). Learning culture and knowledge management processes: To what extent are they effectively related?. Revista de Psicología del Trabajo y de Las Organizaciones, 30(3), 113-121. doi: 10.1016/j.rpto.2014.11.003.
Shenhar, A. J., Dvir, D., Levy, O., & Maltz, A. C. (2001). Project Success: A Multidimensional Strategic Concept. Long Range Planning, 34(6), 699-725.
Stare, A. (2012). The impact of a project organizational culture and team rewarding on project performance. Journal for East European Management Studies, 17(1), 40-67.
Tabassi, A., Argyropolou, M., Roufechaei, K., & Argyropolou, R. (2016). Leadership Behavoir of Project Managers in sustainable Construction Projects, Procedia Computer Science,100, 724-730.
Teller, J. (2013). Portfolio Risk Management and its Contribution to Project Portfolio Success: An investigation of Organization, Proccess, and Culture. Project Management Journal, 44(2), 36-51.
Templeton, G. F., Lewis, B. R., & Snyder, C. A. (2002). Development of a Measure for the Organizational Learning Construct. Journal of Management Information Systems, 19(2), 175-218.
Thamhain, H.J. (2004). Linkages of project environment to performance: lessons for team leadership. International Journal of Project Management, 22(7), 533-544.
Thamhain, H.J. (2013). Building a Collaborative Climate for Multinational Projects. Procedia - Social and Behavioral Sciences, 74(29), 316-328.
Thornberg, R. (2012). Informed grounded theory. Scandinavian Journal of Educational Research, 56, 243–259.
Verma, V. (1997). Managing the project team. Pennsylvania: Project Management Institute.
Wall, T.D., Wood, S.J., & Leach, D.J. (2004). Empowerment and performance, in Cooper, C.L. and Robertson, I.T. (eds). International Review of Industrial and Organizational Psychology, John Wiley, Chichester, pp. 1–46.
Wang, X. (2001). Dimensions and Current Status of Project Management Culture. Project Management Journal, 32(4), 4-17.
Yazici, H.J. (2011). Significance of Organizational Culture in Perceived Project and Business Performance. Engineering Management Journal, 23(2), 20-29.
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Published
2018-02-09
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Ariza Aguilera, D. A. (2018). Designing an Organizational Culture Model in the Projects Environment: a Constructivist Approach*. CES Psicología, 11(1), 118–133. https://doi.org/10.21615/cesp.11.1.9
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Copyright (c) 2017 Dora Alba Ariza Aguilera
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