A framework to enhance organisational performance in large-scale, diverse infrastructure major projects

Design and development processes on major infrastructure projects in construction internationally are complex. This extends to other multinationals operating for certain time periods in different parts of the world. There is a considerable amount of diversity in the workforce, and the preferences around ways of working that inevitably lead to a poor culture and reduced performance, or a safe, healthy culture and increased performance. A framework is devised to investigate what factors constrain or improve performance in a culturally complex environment. Performance in this sense includes its safety indicators, health and overall performance data (timing and cost) which are aims of business in the built environment, as well as aims for organisational development practitioners.

A framework was developed through an actual case study with embedded practitioner experience. It was expanded and verified through qualitative analysis of eight practitioners operating globally. The framework was then checked for generalisability, validity, and tested with twenty-one practitioners in leadership positions operating across major projects and multinationals.

Five main factors are identified as influencing organisational behaviour either for its improvement toward productivity, or constraining it. These are factors of an organisation and its environment that, where carefully considered and adequately addressed allow individuals to perform in healthy and adaptive ways. Due to the scope of research in international settings and with a multitude of national cultures an understanding of the diversity of culture is presented using current authors in this area including Geert Hofstede’s dimensional framework. Participants indicated agreement with the five main factors within the framework. These factors were uncovered in the case study. Subsequent interviews are included according to the depth, impact and frequency of occurrence in relation to the performance of an organisation.

Participants indicated (I) training and interventions as a factor in influencing improvement in organisational behaviour, and the use of resources to rectify an issue or upskill a workforce. The factor of (II) organisational logics reveals issues around national culture, cultural leader’s impact and processes. (III) National culture was encountered as a theme to be addressed in successful project management, and the (IV) factor of risk perception and motivation is uncovered and verified in the literature around major project success. Risk and safety had a depth of impact (potential injury or fatality) on the performance of an organisation.

The final factor (V) of leadership was initially counted within the four factors above and later separated due to its level of impact for practitioners around influencing behaviour. A framework of five factors and several sub-factors is proposed as a comprehensive analysis of organisational