Lean Construction Implementation in Libya’s Construction Firms: The Roles of Organisational Culture and Digital Readiness
DOI:
https://doi.org/10.65405/8xe5hc36Keywords:
Lean Construction; Organisational Culture; Adhocracy Culture; Market Culture; Digital Readiness; Libyan Construction FirmsAbstract
Lean Construction (LC) implementation in Libya’s construction sector is shaped by a conflict-affected, reconstruction-oriented environment in which organisational conditions and digital capability may condition process improvement efforts. This study examines how externally oriented dimensions of organisational culture, namely adhocracy culture and market culture, and digital readiness relate to LC implementation in public and private construction firms in Misrata, Libya. Accordingly, the study proposes a model in which these culture dimensions influence LC both directly and indirectly through digital readiness. Data were gathered through a cross-sectional survey of managers and engineers, yielding 89 usable responses from 114 distributed questionnaires (response rate ≈ 78%). All constructs were measured using 5-point Likert scales and analysed using partial least squares structural equation modelling (PLS-SEM) in SmartPLS. The measurement model demonstrates satisfactory indicator loadings, internal consistency, convergent validity, and discriminant validity. In the structural model, adhocracy culture, market culture, and digital readiness each show positive and statistically significant direct effects on LC, jointly explaining about 51% of the variance in LC implementation. However, digital readiness does not mediate the relationships between either adhocracy culture or market culture and LC. Overall, the results suggest that, in the current Libyan construction context, cultural orientations and digital capability operate as parallel and complementary drivers rather than as a sequential causal chain. The findings underscore the central role of culture in enabling lean practices, while indicating that digital readiness is emerging but remains a secondary lever for strengthening LC implementation in this context.
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