Examining the Effects of Culture on Project Performance: A Case Study of Road Infrastructure Development Projects in Lusaka-District

Infrastructure development plays an important role in Zambia's socio-economic growth, particularly within the rapidly expanding urban landscape of Lusaka District. Despite significant investments in road infrastructure by both government and development partners, many projects continue to face persistent challenges including cost overruns, delays, miscommunication, and stakeholder conflicts. While technical and financial constraints are often cited as primary causes, emerging research indicates that cultural factors exert a profound influence on project success, yet this remains critically understudied in the Zambian context. This study therefore sought to investigate the influence of culture on project performance in road infrastructure projects within Lusaka District, guided by three key objectives: to establish the relationship between culture and project performance, to assess how cultural factors such as communication and leadership affect road project success, and to ascertain how cultural awareness can be incorporated into project management to enhance performance.

The research employed a mixed-methods design, collecting quantitative data through structured questionnaires from 100 respondents comprising project managers, engineers, contractors, government officials, and community representatives. Quantitative analysis was conducted using SPSS, employing descriptive statistics and Chi-square tests, while qualitative data from open-ended responses underwent thematic analysis. The findings reveal a complex cultural landscape where perceptions are divided: 48% of respondents acknowledged culture's influence on performance while 52% did not, indicating a significant awareness gap. Cultural challenges most substantially impacted conflict management (25%) and stakeholder participation (23%), with communication barriers manifesting primarily as limited feedback (32%) and lack of consultation (32%). Leadership effectiveness was rated as not effective by 36% of respondents, though authoritative leadership was deemed most effective (41%) in the high power distance cultural context.

Regarding cultural awareness integration, a slight majority (52%) agreed it improves outcomes, with demonstrated benefits including improved collaboration (26%), leadership/decision-making improvements (24%), and reduced delays (22%). However, implementation remains inconsistent, with exactly 50% of respondents having participated in projects incorporating cultural awareness strategies. Chi-square analysis revealed no significant associations between demographic factors and perceptions of cultural influence (p > 0.05), suggesting these challenges affect all demographic groups equally and require systemic rather than targeted solutions. The study concludes that culture, communication, and leadership are interdependent factors that collectively determine project success. It recommends institutionalizing cultural assessment frameworks, promoting culturally sensitive leadership training, and ensuring continuous stakeholder dialogue that respects local norms and values to enhance project delivery and sustainability in Lusaka's multicultural project environment.