Research On The Impact Of Construction Project Owner’s Organizational Culture And Knowledge Sharing On Project Performance

In recent years, China’s socio-economic development grows rapidly, a fact thathas not only boosted a large number of construction projects, but also escalated thescale and complexity of these projects, and increased the requirements for projectmanagement. As the general organizer and resources integrator of a constructionproject, project owner s role in organization and management is also getting more andmore prominent. Thereinto, the impact of construction project owner s organizationalculture and knowledge sharing on project performance is not only of crucialpragmatic value to project implementation, but also an unexploited subject on theconstruction project management that should attain much more attention andexploration. It is also of theoretical significance to the development and optimizationof project management system.On a basis of extensive comparison and study of relevant resources, this articlesorts out the researches on the definition, connotation, measurement and correlation oforganizational culture, knowledge sharing and project performance; and choosesDenison s Organizational Culture Questionnaire and explicit knowledge/tacitknowledge sharing model as the measurement tools for owner s organizational cultureand knowledge sharing.This article proposes further theoretical derivation and hypothesis on theinterrelation between organizational culture, knowledge sharing and projectperformance, and builds up the organizational culture-knowledge sharing-projectperformance theoretical model. From the viewpoint of knowledge sharing, thisresearch plans to discuss about the mechanism of how organizational culture impactson project performance through knowledge sharing s mediation. It also investigatesthe different influence of demographic characteristics and organizational traits duringthe process.Then, this article revises the terms of scale with a pre-survey of small sampleand finalizes a final questionnaire. Based on the682large samples data, this paperevaluates the reliability and validity of measurement scales, and verifies the researchhypothesis with analytical tools such like SPSS19.0and AMOS18.0. This articlederives the research conclusion mainly in the following five aspects: Firstly, construction project owner s organizational culture has significant positive effect onproject performance. Thereinto, the effect of adaptability is the strongest, followed bythat of consistency, and then involvement and mission. Secondly, the four dimensionsof project owner s organizational culture have different effects on the two dimensionsof knowledge sharing. The differences lie in magnitude and direction. Involvementand adaptability demonstrate significant positive effect on knowledge sharing s twodimensions; consistency exerts no statistical effect; the mission has only significantnegative effect on explicit knowledge sharing while no significant effect on tacitknowledge. Thirdly, the knowledge sharing of construction project owner hassignificant impact on project performance. Empirical study finds that the impact fromtacit knowledge sharing is stronger than from explicit knowledge sharing. Fourthly,knowledge sharing plays a significant partial mediate role when partial dimensions oforganizational culture impact on project performance. Explicit knowledge sharingplays a significant partial mediate role when organizational culture s involvement,mission and adaptability impact on project performance. Thereinto, the mediation issignificant positive in the effect of involvement and adaptability on projectperformance, while is negative in that of mission. Tacit knowledge sharing plays asignificant positive partial mediate role when organizational culture s involvementand adaptability impact on project performance. Both dimensions play no significantmediate role when consistency impacts on project performance. Fifthly, differentgroups of partial demographic characteristics and organizational traits have distinctinfluence on organizational culture, knowledge sharing and project performance.Those characteristic variables includes employees working experience and position incurrent organization, project scale, establishment year of project organization as welldifferent teams by size.Finally, this paper discusses the conclusions, enlightenments and limitations ofthis research, and indicates the directions for the future study.