ORGANISATIONAL CULTURE AND ORGANISATIONAL EFFICIENCY IN THE ROMANIAN CONSTRUCTION SECTOR: A THEORETICAL AND BIBLIOMETRIC ANALYSIS IN THE CONTEXT OF INDUSTRY 5.0
ORGANISATIONAL CULTURE AND ORGANISATIONAL EFFICIENCY IN THE ROMANIAN CONSTRUCTION SECTOR: A THEORETICAL AND BIBLIOMETRIC ANALYSIS IN THE CONTEXT OF INDUSTRY 5.0
Gabriela Anca ROTAR (BOTEZATU)
Doctoral Studies at West University of Timișoara, Romania
gabriela.rotar83@e-uvt.ro
Abstract: This paper examines the relationship between organisational culture and organisational efficiency in the construction sector, an industry traditionally characterised by structural fragmentation, operational complexity and resistance to organisational change. The main objective of the study is to analyse the conceptual evolution of this relationship, from traditional management approaches focused on hierarchy and control to the contemporary Industry 5.0 paradigm, which emphasises sustainability, resilience, digital transformation and human-centred development. The study uses a bibliometric methodology based on VOSviewer software to analyse and visualise scientific publications indexed in international databases such as Web of Science and Scopus. This approach enabled the identification of dominant thematic clusters, intellectual structures, co-occurrence networks and emerging research directions in the specialist literature. The findings indicate a shift from conventional efficiency models based mainly on productivity and operational control towards integrated approaches that emphasise organisational adaptability, innovation, occupational safety and technological integration. The study also highlights the relevance of the Competing Values Framework (CVF) for balancing competing organisational priorities such as cost, quality, time, safety and productivity in construction projects. Particular attention is given to the Romanian construction sector, where organisational efficiency is increasingly influenced by digitalisation pressures, labour shortages, hierarchical managerial traditions and the need to align local organisational practices with Industry 5.0 requirements. The paper argues that organisational culture should be understood not merely as a contextual organisational element, but as an organisational mechanism that can influence innovation adoption, organisational resilience and long-term performance. The study contributes to the literature by integrating bibliometric analysis with organisational culture theory and by contextualising international management paradigms within the realities of the Romanian construction industry. The conclusions provide theoretical perspectives and practical implications for managers seeking to support digital transformation and sustainable organisational development in construction companies.
Keywords: organisational culture; organisational efficiency; construction sector; Industry 5.0; bibliometric analysis; Competing Values Framework (CVF); Romania.
JEL Classification: L74; M14.
