Abstract: This study investigated how organizational culture management specifically teamwork, stability, risk-taking, and hierarchical culture affects the implementation of nongovernmental organization (NGO) projects in South Sudan, where project failure rates remain alarmingly high. Grounded in open systems theory, stakeholder theory, and the resource-based view, the research targeted 233 NGO projects and sampled 147 using simple random sampling. Primary data were collected through semi-structured questionnaires administered to project managers, technical staff, and project supervisors. Both descriptive and inferential analyses were conducted following a pilot study and adherence to ethical standards. The findings revealed mixed effects of culture dimensions on project implementation. Teamwork exhibited a positive but insignificant influence on project completion, while stability culture demonstrated a significant positive effect. Conversely, a risk-taking culture showed a negative, though insignificant, relationship with project implementation. Hierarchical culture indicated a positive but insignificant effect on NGO project success. The study recommends strengthening institutional capacity for NGOs in South Sudan, particularly in project management, risk assessment, and stakeholder engagement. Government support through targeted training and resources can help NGOs establish stronger governance structures that enhance stability and resilience, ultimately improving project implementation outcomes.
Keywords: organizational culture management, hierarchical culture, risk-taking culture, project implementation.
Title: Organizational Culture Management and Project Implementation of Non-Governmental Organizations in South Sudan
Author: Alex Atsiaya Alex Imbwaga, Lucy Ngugi
International Journal of Management and Commerce Innovations
ISSN 2348-7585 (Online)
Vol. 13, Issue 2, October 2025 - March 2026
Page No: 182-191
Research Publish Journals
Website: www.researchpublish.com
Published Date: 01-December-2025
