Organizational culture and its implications for project management in an engineering consulting firm

This study examines the organizational culture of an engineering consulting firm and its impact on project management practices. The Organizational Culture Assessment Instrument (OCAI), based on the Competing Values Framework (CVF), was used to assess the current and desired cultural profiles, complemented by qualitative data on employee perceptions. A dominant Market culture was identified, focused on results and customer satisfaction. Recognizing the need for a stronger Clan culture, the study emphasizes improved communication, collaborative leadership, and interdisciplinary synergy to enhance project teamwork and knowledge sharing. Additionally, there was a significant desire for increased Adhocracy, highlighting the need for innovation and adaptability in response to dynamic project demands. The study provides recommendations to strengthen organizational culture and optimize project management.