The Influence of Organizational Culture in Construction Safety Performance：the Moderating Role of Workforce Skill
| dc.contributor.author | Li Yikun | |
| dc.date.accessioned | 2026-05-29T07:21:48Z | |
| dc.date.issued | 2026 | |
| dc.description | Construction projects continue to experience high accident rates despite the growing adoption of safety management systems, suggesting that technical measures alone are insufficient to ensure safe operations. A critical yet often underexplored issue lies in understanding how organizational culture (OC) shapes construction safety performance (CSP) and why similar safety systems produce different outcomes across organizations. Furthermore, existing studies have paid limited attention to the role of workforce skill (WS) in strengthening or weakening the influence of organizational culture on safety performance. To address these gaps, this research develops a theoretical framework integrating seven dimensions of organizational culture-organizational values (OC1), management strategy (OC2), management/organizational style (OC3), organizational structure (OC4), managerial behaviour (OC5), employee participation (OC6), and team collaboration (OC7). Partial Least Squares Structural Equation Modelling (PLS-SEM) was employed to validate the hypothesized relationships. The results demonstrate that all seven cultural dimensions exert significant positive effects on construction safety performance, with managerial behaviour (OC5) emerging as the strongest predictor due to its direct influence on on-site safety supervision and leadership. Team collaboration (OC7) further enhances safety coordination through efficient communication and shared responsibility, while organizational structure (OC4) provides essential institutional support. Organizational values (OC1) and management strategy (OC2), although showing relatively smaller direct impacts, form the cultural foundation that sustains long-term safety practices. The analysis also reveals important moderating effects of workforce skill. High-skilled workers amplify the positive influence of key cultural dimensions-especially organizational values, managerial behaviour, and team collaboration-whereas the moderating effects on management strategy and organizational structure appear insignificant, likely due to their reliance on systemic processes rather than individual competencies. Through path analysis, this research elucidates the multi-layered ways in which organizational culture influences construction safety performance. Behavioural guidance approaches directly shape employees’ safety behaviours, with managerial behaviour and team collaboration enhancing safety awareness and accountability. Process optimization strategies, supported by management policies and organizational structure, improve the systemic efficiency and adaptability of safety management. Cultural shaping factors, driven by organizational values and employee participation, cultivate a safety-oriented organizational environment through long-term cultural transmission and proactive employee engagement. By integrating multidimensional organizational culture with safety performance pathways and incorporating the moderating role of workforce skill, this research provides new empirical evidence and enriches theoretical understanding of how culture-driven mechanisms shape safety outcomes in construction organizations and also provides practical guidance for construction firms seeking to enhance safety performance through culturedriven management strategies. | |
| dc.identifier.uri | https://scholarhub.unimas.my/handle/123456789/800 | |
| dc.language.iso | English | |
| dc.publisher | Universiti Malaysia Sarawak | |
| dc.relation.ispartofseries | Faculty of Economics and Business | |
| dc.subject | Organizational effectiveness, Construction workers | |
| dc.title | The Influence of Organizational Culture in Construction Safety Performance：the Moderating Role of Workforce Skill | |
| dc.type | PhD |