The Interplay of Project Management, Organizational Structure, and Cultural Dimensions in Enhancing Construction Firm Performance in Delhi-NCR
Keywords:
Project management, Organizational structure, Cultural dimensions, Construction performance, Delhi-NCRAbstract
This study examines the complex relationships between project management practices, organizational structure, and cultural dimensions in enhancing construction firm performance in Delhi-NCR. The Indian construction market, valued at USD 740.08 billion in 2025 and projected to reach USD 1,031.71 billion by 2030, faces significant performance challenges. Research indicates construction output grew at 7% CAGR between FY 2018-23, yet 33% of projects experience delays averaging 47 months. This research employs a quantitative approach using structured questionnaires distributed to 312 construction professionals across Delhi-NCR during January-June 2024. The hypothesis posits that integrated project management practices, adaptive organizational structures, and culturally aligned management approaches significantly enhance construction firm performance. Results reveal that matrix organizational structures combined with participative project management styles yield 28% higher project success rates. Cultural dimensions, particularly power distance (PDI=77) and collectivism orientation (IDV=48), significantly moderate the relationship between organizational structure and performance. Statistical analysis demonstrates that firms adopting decentralized decision-making frameworks achieve 35% better schedule adherence and 31% improved cost performance. The study concludes that construction firms in Delhi-NCR must synchronize their organizational design with India's cultural context while implementing robust project management frameworks to achieve superior performance outcomes and competitive advantage in the rapidly expanding infrastructure sector.
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References
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