Mediating role of relational capital in the influence of organizational culture on international project performance for construction enterprises

Purpose This study investigates the influence of market and hierarchy organizational cultures on international project performance and examines the mediating role of relational capital. Design/methodology/approach In-depth interviews and a cross-sectional questionnaire survey were conducted to collect primary data within international projects. Hierarchical regression analysis was used to test the hypotheses based on data collected from 62 respondents. Findings The results reveal that both market and hierarchy cultures affect international project performance positively. Additionally, communication, cooperation and trust help enhance project performance; however, commitment is not. This study also proves the mediating role of relational capital between organizational culture and project performance. Research limitations/implications This study selected only two types of organizational culture represented by Chinese construction enterprises. Future studies can explore the mediating role of relational capital between other varieties of organizational culture and project performance. Originality/value Given the high complexity and risks faced by projects abroad, both organizational culture, the internal environmental factor and relational capital being the external resource, are crucial for project success. This study clarifies the relationship between organizational culture, relational capital and project performance overseas. Empirical evidence to enhance international project performance for construction enterprises is provided. This study also makes contributions to international contractors who want to implement projects in developing countries.