CBPM Conference 2026 · Vol. 2026, Issue 1

Impact of Organizational Subcultures on Barriers to Total Quality Management Implementation in Nigerian Construction Materials Manufacturing firms

Yetunde Olaleye, Afolabi Dania and Bilkisu Ahmad Abdu

Keywords: Competing Values Framework (CVF); Construction materials manufacturing; Nigeria; Organisational subculture; Total Quality Management (TQM); TQM barriers

Abstract

This study examines the impact of organisational subcultures on barriers to Total Quality Management (TQM) implementation in Nigerian construction materials manufacturing firms. Despite the strategic importance of this sector in influencing construction quality and infrastructure performance, persistent challenges such as substandard materials, inconsistent production quality, and weak regulatory compliance continue to undermine outcomes. Drawing on organizational culture theory and the Competing Values Framework (CVF), the research employs a quantitative approach, utilising survey responses gathered from a sample of 150 participants across construction materials manufacturing firms. Organisational subcultures (clan, adhocracy, market, and hierarchical) were analysed alongside six TQM Implementation barrier constructs: top management support, employee, customer Support, planning, process management, and information management. Data collected were analysed using descriptive statistics and Structural Equation Modelling (SmartPLS). The results reveal that organisational subcultures significantly influence TQM barriers, with clan culture emerging as the most supportive orientation, demonstrating significant relationships with multiple TQM dimensions. Adhocracy and hierarchical cultures showed moderate influence, particularly in process and strategic dimensions, while market culture exhibited limited but targeted effects. Quantitatively, the strongest associations were observed for hierarchical culture with customer-focus barriers (? = 0.76, p < 0.01); clan culture with strategic-planning barriers (? = 0.58, p < 0.01), topmanagement barriers (? = 0.42, p < 0.05) and measurement-and-analysis barriers (? = 0.41, p < 0.05); market culture with workforce-management barriers (? = 0.52, p < 0.01) and process-management barriers (? = 0.41, p < 0.01); and adhocracy culture with workforce-management barriers (? = 0.46, p < 0.01).The findings confirm that TQM barriers are culturally embedded and that effective implementation requires alignment between subcultural orientations and quality management practices. The study contributes to theory by integrating subculture perspectives into TQM research and provides practical insights for improving quality performance and regulatory compliance in developing-country contexts.