| Abstract [eng] |
Organizational culture can notably affect organizational outcomes, assuming that culture can be utilized as a resource to impact employees’ actions, differentiate companies from each other, and grant competitive advantages for those with exceptional cultures (Glynn, Giorgi and Lockwood, 2013). Successful project management performance and organizational excellence could be reached by empowering project managers to use internal organizational and project team culture as a tool for seeking better results (Chipulu et al., 2012; Morrison, Brown and Smit, 2006). The purpose of this thesis is to investigate the organizational culture from an empowerment perspective, its` effect on project performance. Extensive literature review and analysis of organizational culture, empowerment and relationship with project performance allowed to develop conceptual research model for measuring organizational culture relationship between empowerment and project performance. Primary data for the quantitative research was gathered from survey results that were provided by employees from project-based companies in Lithuania. Results of the survey revealed that empowerment could significantly improve project performance in power-driven and task-driven organizations. The research results proved that empowerment has a positive relationship to the correlation between both: self-management and project performance, and decision-making and project performance. The main conclusion is that there is a positive relationship between an empowering organizational culture and project performance. |
