Peter Patu Gichohi, Prof. Mike Iravo, Dr. Yusuf Muchelule


Road projects in Kenya have been characterized by low rates of budget absorption, cost overruns, and low quality of work, leading to a shortened life (sustainability). This has been attributed to inadequacies in the system for managing construction projects. This study therefore sought to identify the effect of top management support on the performance of road construction projects in Kenya and to find out the moderating effect of organizational culture on the relationship between top management support and the performance of road construction projects in Kenya. This study adopted a cross-sectional research design and used a positivist research paradigm. The unit of analysis was the road construction projects implemented by National Government Road Agencies (KURA, KeRRA, and KeNHA) in Kenya, while the unit of observation was management employees involved in the implementation of these road construction projects. Therefore, the target population for the research was 695 respondents, comprising director generals, directors, project engineers, resident engineers, site engineers, and surveyors involved in the implementation of these projects. The overall sample size for this study was determined using a formula by Krejcie and Morgan, which obtained 248 respondents. This study employed stratified random sampling to select the study sample. Primary data was used and was collected using a semi-structured questionnaire. Samples of the questionnaire were pilot tested with 24 respondents to test for reliability and validity. The data was analyzed using the Statistical Package for Social Sciences (SPSS) version 25 software. The qualitative data collected was analyzed using thematic analysis and presented in prose form. Quantitative data was analyzed using descriptive statistics and presented in tables and figures. The study also computed correlation and regression analyses to test the relationship between study variables and the research hypothesis. The study found that top management support has a positive and significant relationship with the performance of road construction projects in Kenya. In addition, organizational culture was found to have a significant positive moderating effect on the relationship between top management support and the performance of road construction projects in Kenya. Based on the findings of the study, it is recommended that organizations involved in road construction projects in Kenya prioritize top management support and organization culture.


Key Words: top management support, performance of road construction projects, organizational culture

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