Investigating the relationship between organizational mindset orientation and project performance of large organizations in the Ghanaian construction industry

This study investigates the linkage between organizational mind-set and its effect on construction project performance by examining the underlying attributes that define organizational mind-set, predominant indicators for measuring project performance and the relationship between organizational mind-set and project performance. A quantitative research strategy embedded within a positivist paradigm and deductive reasoning was adopted. An online survey was used to collect data from 128 construction organizations in Ghana, with a total of 107 retrieved. Data was analyzed using mean score ranking, one sample t-test and correlation analysis. Findings revealed that, of the 20 assessed organizational growth mind-set attributes, only 10 were implemented within organizations. Conversely, of the 20 assessed fixed mind-set attributes, none were deemed significant. The findings also revealed significant positive relationships between: project performance and seven of the 20 growth attributes; and project performance and five of the 20 fixed attributes. These findings shed light on the significance of often overlooked factors like organizational mind-set that can propel positive project outcomes. The study recommends construction firms prioritize both growth and fixed organizational mind-set perspectives to ensure positive project outcomes. Training of employees to tune their minds toward a growth organizational mind-set is critical to ensure projects are executed seamlessly.