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Agbesi, K, Fugar, F D and Adjei-Kumi, T (2018) Modelling the adoption of sustainable procurement in construction organisations. Built Environment Project and Asset Management, 8(05), 461–76.

Bandara, C, Dissanayake, D, Karunasena, G and Madhusanka, N (2018) Mitigation of challenges in sustaining green certification in the Sri Lankan hotel sector. Built Environment Project and Asset Management, 8(05), 515–27.

Crippa, J, Boeing, L C, Caparelli, A P A, da Costa, M d R d M M, Scheer, S, Araujo, A M F and Bem, D (2018) A BIM–LCA integration technique to embodied carbon estimation applied on wall systems in Brazil. Built Environment Project and Asset Management, 8(05), 491–503.

Dolla, T and Laishram, B S (2018) Procurement of low carbon municipal solid waste infrastructure in India through public-private partnerships. Built Environment Project and Asset Management, 8(05), 449–60.

Pérez, C T and Costa, D (2018) Developing a taxonomy of transportation waste in construction production processes. Built Environment Project and Asset Management, 8(05), 434–48.

Ranawaka, I and Mallawaarachchi, H (2018) A risk-responsive framework for green retrofit projects in Sri Lanka. Built Environment Project and Asset Management, 8(05), 477–90.

Samaraweera, A, Senaratne, S and Sandanayake, Y (2018) Nature of construction project cultures in the public sector: case studies in Sri Lanka. Built Environment Project and Asset Management, 8(05), 557–68.

  • Type: Journal Article
  • Keywords: Sri Lanka; Public sector; Basic assumptions; Behavioural norms; Construction project culture; Culture emergence; Sub-cultures;
  • ISBN/ISSN: 2044-124X
  • URL: https://doi.org/10.1108/BEPAM-10-2017-0107
  • Abstract:
    Cultural differences cause conflicts amongst construction project participants, deterring the success of projects. Understanding such different cultural manifestations could help the removal of the misunderstandings amongst sub-cultural groups and removal of formal irrationalities deterring the progress of construction projects. The purpose of this paper is to explore the nature of project cultures in the public sector construction projects. Design/methodology/approach An exploratory case study was selected as the research strategy to achieve the research aim. Three public sector building construction projects were used as case studies. Nine semi-structured interviews and observation of two progress review meetings per case were used for data collection. Findings As per the research findings, contractors believed that construction project culture emerged and transferred through continuous interactions and socialisations with time. Consultants believed that culture was emerged focusing on clearly defined project objectives. In addition, all members assumed that project members at high authority levels were contributing more for the emergence and transfer of cultural aspects. Levels of culture and power existed within the public sector project culture as clients with the highest power, consultants the next and contractors with the least power. Public sector project culture was not leader centred. Shared behavioural norms were not much popular in project culture. Highly differentiated behavioural norms, demonstrating clear professional sub-cultures for the client, contractor and consultant, were available. Originality/value The research findings are helpful to construction project managers to enhance the level of motivation, productivity, commitment, continuous interactions and socialisations of project participants and to avoid any negative outcomes in behaviours.

Victoria, M F and Perera, S (2018) Managing embodied carbon in buildings: a Pareto approach. Built Environment Project and Asset Management, 8(05), 504–14.

Weerasinghe, A S and Ramachandra, T (2018) Economic sustainability of green buildings: a comparative analysis of green vs non-green. Built Environment Project and Asset Management, 8(05), 528–43.

Yumarni, T and Amaratunga, D (2018) Gender mainstreaming as a strategy to achieve sustainable post-disaster reconstruction. Built Environment Project and Asset Management, 8(05), 544–56.