The Influence of Organizational Culture on Project Performance with a Mediating Role Project Sustainability in Ethiopia Government Sectors

This study examines the strategic importance of aligning organizational culture with sustainability practices for achieving enhanced project outcomes. The study investigates the impact of organizational culture dimensions, such as clan, market, hierarchy, and adhocracy, on project performance, with project sustainability as a mediating variable. The research employs an explanatory design, utilising structural equation modelling. A multi-stage sampling method, followed by systematic random sampling, was utilised, employing Soper’s formula to ascertain a sample size of 319 from a total population of 780. The data was collected from government sector organizations using a structured self-administered questionnaire. The findings reveal that Market and Adhocracy cultures significantly impact project outcomes. Project Sustainability partially mediates these relationships, as evidenced by the significant indirect effects of Adhocracy and Market culture on Project Performance. However, it has a full mediation role in the effect of Clan on project performance. The model explains 55.5% of the variance in Project Performance, underscoring the strategic importance of aligning organizational culture with sustainability practices for achieving enhanced project outcomes. The study contributes to existing literature to integrate sustainable practices