Cultural influence has recently received significant attention from academics due to its vital role in the success or failure of a project. In the construction industry, several empirical investigations have examined the influence of culture on project management. The aim of this study is to determine the impact of project organizational culture on the performance of construction projects. A total of 199 completed construction projects in Vietnam with specific data gathering through questionnaires were analyzed. The findings reveal that contractor commitment to contract agreements is the most significant cultural factor affecting project performance. Goal alignment and reliance, contractor commitment, and worker orientation (i.e., commitment to workers) contribute to improved overall performance and participant satisfaction. Contractor commitment and cooperative orientation enhance labor productivity, whereas goal alignment and trust and contractor commitment ensure learning performance (i.e., learning from experience). The findings of this study may assist construction professionals in implementing practices that can contribute to the sustainability and success of construction projects.

Factors related to team behaviors (TBs) have been recognized as critical success factors (CSFs) of a project. Numerous studies on the topic of CSFs have been conducted, but the results have rarely emphasized developing a TB framework for construction project organizations and examining its relationship with client satisfaction, a key criterion for measuring project success; these less-researched topics are the aims of this study. TB attributes were first developed using questionnaires that collected data on 195 completed construction projects in Vietnam. By performing a principal component analysis, these attributes were organized into a four-factor TB framework: (1) project planning and organizing emphasis (P&OE); (2) coordination emphasis (CE); (3) contractor assurance emphasis (CAE); and (4) empowerment assignment emphasis (EAE). The findings reveal that P&OE, CE, and CAE have significant effects on client satisfaction with project quality (SPQ), whereas CAE and EAE contribute to improved client satisfaction with project schedule (SPS) and project budget (SPB). In addition, CAE is shown to be a relatively significant influencing factor for all criteria within client satisfaction. The study findings suggest a useful tool both for supporting the project management process of construction professionals and for improving client satisfaction.

Labor productivity is an important aspect of the construction industry, and motivation is believed to be an influential factor that affects it. While previous studies have emphasized the role of controlled motivation (i.e., external factors), the role of autonomous motivation (i.e., internal factors) has been ignored. This knowledge gap hampers further efforts to explore new determinants that increase construction labor productivity (CLP). Accordingly, self-determination theory (SDT) is promising in terms of its ability to bridge this gap and explain how autonomous motivation can be generated by integrating reasonable leadership styles and psychological satisfaction. Therefore, this study develops a novel model for assessing the effects of engaging leadership, three basic psychological satisfaction factors (i.e., autonomy, competence, and relatedness), and work motivation on CLP. Based on the data collection in Vietnam, we found that both autonomous motivation and controlled motivation positively and significantly contributed to CLP. In terms of promoting autonomous motivation and improving CLP, competence and relatedness satisfaction played a key role. Ultimately, these results highlighted two crucial features related to CLP improvement in addition to the conventional view: “negative legacy” and “new light of hope”. This study expands and reinforces SDT knowledge by comprehensively illuminating leadership and psychological and motivational indicators in the construction context. It provides substantial practical recommendations for CLP improvement, such as enhancing autonomous motivation, promoting satisfaction with competence and relatedness, and reducing selfish work, which is a novel factor that negatively contributes to CLP. This factor is the first discovered in the construction domain.

Project schedule delay has been recognized as a significant cause to the failure of a project. A large number of studies on this particular issue have been documented. Mainly, identifying and ranking significant factors that lead to the delay of a project. These studies have relied on generic professionals’ viewpoints. Rare studies have been dedicated to the empirical analysis of the influencing factors from the perspective of management and their functions. Using the logistic regression model and 195 completed construction projects’ data, this study reveals that construction planning, construction schedule controlling, construction schedule directing, and project finance organizing have significantly positive effects on project schedule. The findings of this study will provide a beneficial approach for construction management to deliver projects on time, improving construction project productivity.

Purpose: Construction labor productivity (LP) is the key element in forming the success of construction projects. Numerous studies on the topic of critical success factors (CSFs) within construction LP have been conducted, but the results have rarely emphasized developing factors related to managerial function behaviors (MFBs) and examining its relationship with construction LP, a key criterion for measuring construction effectiveness; these less researched topics were the aims of this study.Design/methodology/approach: The empirical research studies were designed to develop managerial behavior's attributes based upon a literature adaptation and focus group studies (FGSs). Then, the causal relationships between MFBs and LP were examined by drawing on project-specific data collected from 195 completed construction projects in Vietnam, which was to the approach to an exploratory factor analysis (EFA) and Bayesian model averaging (BMA) technique.Findings: The findings reveal that the MFBs' attributes were organized into a four-factor MFB framework: “cooperation emphasis (COOP),” “people orientation (PEOP),” “commitment emphasis (COMT)” and “leadership promotion (LEAD).” The findings reveal that COOP, PEOP and COMT have significant effects on LP.Originality/value: The success of this approach is expected to broaden academic's horizons of factors affected LP and suggest a useful tool for supporting the project management professionals in enhancing construction LP and sustainability.

Work autonomy (WA) is an important factor in improving work performance, yet such freedom and its role in construction workforce management have rarely been discussed. To address this gap, this study quantitatively measured the WA of onsite construction workers in Vietnam, developed a new model by which to discover the function of WA in increasing construction labour productivity (CLP) and determined the ways through which WA can be cultivated and maintained. The WA of 215 workers was measured using the relative autonomy index (RAI) and an aggregated motivation index (AMI) that was developed in this research. Structural equation modelling (SEM) was conducted to examine the effects of WA on CLP. The SEM results indicated that WA positively and significantly contributed to CLP. Promoting WA required paying attention to the competence and relatedness satisfaction of the workers. Furthermore, latent and potentially extensive labour management-related problems were identified, namely, unsuccessful career development and the underutilisation of experienced workers. Three meaningful policy recommendations were put forward to solve the aforementioned problems and improve CLP: the effective organisation of crew members, the improvement of training and the improvement of site amenities. This study expands theoretical knowledge by (1) developing and justifying the AMI as an auxiliary to conventional indices, (2) proposing five conditions necessary for optimal scoring in WA measurement and (3) developing a motivation matrix that identifies and distinguishes the attributes of different groups. In practical terms, the findings support the introduction of reasonable policies that advance the career development of workers, promote WA and improve CLP. These achievements, in turn, significantly advance effective and sustainable construction workforce management.