Local Ghanaian construction firms have been accused of underperformance due to inadequate resources and capabilities, lack of market information, poor managerial skills, and other external factors. While construction firms may be unable to control external challenges, how they mobilize internal resources to confront them may be crucial for their performance and survival. An emerging consensus is that how organizations use their resources to respond to externalities is related to their organizational culture (OC). We contend that the unique contribution of organizational culture to firm performance (FP) may diminish in the absence of appropriate firm capabilities. Drawing on the resource-based view and capability theories, we attempt to investigate (a) how the types of OC influence FP and (b) whether innovation and marketing capabilities mediate the link between types of OC and construction firm performance. Results of partial least squares structural equation modelling show that clan, adhocracy, and market culture have significant positive association with FP, while hierarchy culture is negatively related to FP. Furthermore, innovation and marketing capabilities demonstrate a combination of full and partial mediation effects on the link between OC types and FP. Thus, the results direct senior managers’ attention towards the significance of soft assets in construction firm performance outcomes, signaling a shift from a purely technical and rationalistic approach to a more adaptable and humanistic approach. It implies that while emphasizing cultural values, managers should also give priority to these two capability dimensions.

A growing body of literature argues in favor of the influence of organizational culture (OC) on firm performance (FP). Yet this consensus often emanates from studies that over-emphasize the direct culture–performance relationship, with methodologies that are deficient in revealing causal mechanisms and prone to giving ambiguous results. To address these gaps, this study proposes and tests an integrated theoretical framework, synthesizing the Schema Theory, Resource-Based View/Capability theory, and Contingency Theory of Firm Performance. This framework establishes a foundational influence mechanism of OC on performance, moving from cognitive schemas to actualized capabilities and environmental fit. Using data from 249 construction firms in Ghana, we employed a three-stage analytical process; using cluster analysis, we identified five cultural clusters, dominated by Clan and Adhocracy culture types (Organic cultures). Cross-tabulation revealed that large and resource-rich firms (D1K1 and D2K2) were more likely to exhibit balanced cultural profiles. Initial analysis using Kruskal–Wallis H Test showed no significant performance difference between balanced and organic clusters. However, when multiple regression was employed to control for firm classification and adverse industry conditions, the Balanced Culture profile emerged as a statistically significant predictor of superior performance. Consequently, we argue that while an Appropriate Culture, one dominated by organic traits and values, provides survival in a challenged environment, the Balanced Culture profile serves as a critical enabler of superior firm performance, once resource constraints and industry stressors are neutralized. Our findings hold particular importance for international–local joint ventures, where cultural alignment is a critical success factor. Additionally, the proposed framework establishes a robust theoretical foundation for future studies, especially those conceptualizing organizational culture as a foundational, independent variable.

Flood occurrences present myriad challenges to humans and partnership in flood risk management (FRM) is widely acknowledged as effective way of reducing adverse consequences of floods. Yet, in the context of Africa, some gaps still exist in research regarding our understanding of how such partnerships can be harnessed for effective FRM. This chapter provides a comprehensive review of current research on partnership in FRM in Africa based on sixteen (16) eligible studies retrieved from five electronic databases-Scopus, Wiley Online, ScienceDirect, Google Scholar, and Web of Science. We found that partnerships for FRM in Africa are mostly reactive, ad hoc, and fragmented, thus making FRM process ineffective. Institutional and governance related issues also emerged as major factors influencing effective partnership in FRM. Implication of our findings are discussed further, which in our opinion, may guide policy and research toward ensuring effective FRM in Africa.