The Extent to which the national and organisational Culture Contributes to Delays of Libyan Construction Projects.

Abstract

Since economic growth and progress are so important to a country's economic development, governments always put them at the top of their list of priorities. The Libyan construction industry LCI, like its counterparts around the world, plays a critical role in economic growth and development. Despite the government's increasing focus on the sector, the LCI continues to struggle due to project failures and delays. Previous research has identified several elements that are creating delays in Libyan building projects; however, all previous studies have mostly focused on performance-based concerns. There are no studies identifying that national or organisational culture influences the delay of construction projects in Libya. The present study hypothesised that Libyan national culture (NC) and organisational culture (OC) in Libyan construction enterprises might have a substantial effect on project completion. To prove this hypothesis, the present study used a mixed-methods approach (quantitative and qualitative) that included a structured questionnaire and interviews. Participants in the research are workers of construction businesses in Misurata, Libya, since it is one of the most populous cities in Libya, with 40 construction enterprises working there. The data gathered from these participants is analysed using SPSS and NVIVO. The research involved 103 construction employees—80 men and 23 women. According to the descriptive study, most engineers in Libyan construction companies are university graduates, with some holding postgraduate degrees. They have been working for their company for an average of 5 years, with some having over 15 years of experience. These participants were questioned about their companies' national and organisational cultures. According to response analysis, the prevailing organisational culture in Libyan construction businesses is hierarchical, with extensive hierarchies that include the influence of national culture on uncertainty avoidance (UA), power distance (PD) and individualism (IND). The rigid hierarchical culture has been identified as a significant contributor to project delays because decision-making takes too long to accept through various hierarchical levels, whether it is at the initial levels of projects, i.e., project planning, or any sudden decision to cope with uncertain situations. Delays in decision-making led to delays in project completion. Furthermore, longer hierarchies with big power gaps between workers and management do not create a huge communication gap, so neither employees nor managers are motivated to offer feedback throughout the implementation phase. Because project managers and lower-level staff are not authorised to take any rapid action without the consent of senior management, issues that emerge on construction projects take too long to settle. Consequently, development projects in Libya are delayed. Individualism is also seen in the way Libyans run construction projects. Personal needs and interests are put ahead of business goals. This causes stress and anxiety among employees, affecting the project's overall performance. Moreover, the culture of uncertainty avoidance in Libyan construction companies stifles employee creativity and innovation. In today's dynamic markets, industries that accept, change, develop and innovate thrive while Libyan construction firms operate differently. In fact, management encourages employees to minimise uncertainties and risks by brainstorming and coming up with fresh solutions. The culture of uncertainty avoidance creates delays since employees are not allowed to take rapid action and must instead wait for upper management's judgement. These construction companies' national cultures also affect how they manage projects, which can cause projects to be late. According to the findings, Libyan national culture has a significant impact on organisational culture and project management, ultimately contributing to project delays. In order to reduce project delays and contribute to Libya's economic progress, the study advises fundamental cultural changes at both the national and organisational levels.