ORGANIZATIONAL CULTURE IN PROJECTS ENVIRONMENT

ABSTRACT
Project stakeholders make up a subculture with its own traits (Kendra and Taplin, 2004). Attitudes and behaviors associated to project management effectiveness have been integrated in a model of organizational culture, made up of four dimensions: governance, learning, relationship between stakeholders and integration.
The model was tested using a sample of 116 respondents in organizations from different economic sectors, located in Bogotá, Colombia. Factorial analysis showed integration strength between cultural dimensions. In general, fit indices determined good adjustment of the model to real data. The independence of the culture valuation in projects environment regarding characteristics of participants and organizations was evidenced.
Project offices and consulting companies can use the model to diagnose features to change, seeking improve the project success. Future research can use the model to culturally differentiate a group or sector in projects environment and establish relationships between culture and other areas of project management.
Research Hyphotesis
H1: There is a positive and significant relation between strategic alignment of projects and understanding of projects environment.
H2: There is a positive and significant relation between adoption of project management practices and valuation of knowledge associated with projects.
H3: There is a positive and significant relation between cohesion among project stakeholders and empowerment.
H4: There is a positive and significant relation between stakeholder consideration and adaptation for problem resolution.
H5: There is a positive and significant relation between cultural governance and learning in projects environment.
H6: There is a positive and significant relation between organizational integration and stakeholders relationship.
H7: There is a positive and significant relation between cultural governability of projects environment and organizational integration.
H8: There is a positive and significant relation between cultural governance of projects and relationship between stakeholders.
H9: There is a positive and significant relation between learning in projects environment and relationship between stakeholders.
H10: There is a positive and significant relation between learning in projects environment and organizational integration.
Results
In order to stablish dependency relations between model components, multiple linear regression analysis was used. Each category and each dimension were considered as a dependent variable and the rest as independent variables.
Two-way dependency relations were evidenced between the cultural categories, confirming the hypotheses H1, H2 and H3. No dependence relations were found between consideration of stakeholders and adaptation for problem resolution, rejecting hypothesis H4. Hypotheses H7, H8, H9 and H10 were confirmed except for hypothesis H6.

摘要
项目利益相关者（stakeholder）构成了一个具有自身特质的亚文化群体（Kendra与Taplin，2004）。与项目管理效能相关的态度与行为被整合进一个组织文化模型中，该模型包含四个维度：治理、学习、利益相关者关系以及整合。
本研究以哥伦比亚波哥大市不同经济部门的116名组织受访者为样本，对该模型开展检验。因子分析（factorial analysis）结果显示，各文化维度间存在较强的整合性。总体而言，拟合指数（fit indices）表明模型与实际数据适配良好。研究证实，项目环境中的文化评估独立于参与者与组织的特征。
项目办公室与咨询公司可借助该模型诊断待优化的特征，以提升项目成功率。未来研究可依托该模型对项目环境中的群体或行业进行文化差异化分析，并厘清文化与项目管理其他领域间的关联。

研究假设
H1：项目战略对齐与项目环境认知之间存在显著正向关联。
H2：项目管理实践的采用与项目相关知识的评估之间存在显著正向关联。
H3：项目利益相关者间的凝聚力与授权赋能之间存在显著正向关联。
H4：利益相关者考量与问题解决适配性之间存在显著正向关联。
H5：项目环境中的文化治理与学习之间存在显著正向关联。
H6：组织整合与利益相关者关系之间存在显著正向关联。
H7：项目环境的文化治理能力与组织整合之间存在显著正向关联。
H8：项目的文化治理与利益相关者关系之间存在显著正向关联。
H9：项目环境中的学习与利益相关者关系之间存在显著正向关联。
H10：项目环境中的学习与组织整合之间存在显著正向关联。

结果
为厘清模型各组件间的依存关系，本研究采用多元线性回归分析方法。以每个类别与维度作为因变量，其余变量作为自变量展开分析。研究证实文化类别间存在双向依存关系，验证了假设H1、H2与H3。未发现利益相关者考量与问题解决适配性之间存在依存关系，故拒绝假设H4。除假设H6外，假设H7、H8、H9与H10均得到验证。