Exploring the Moderating Role of Organisational Culture in the Relationship Between PMO Implementation and Project Success in Nigerian Multinationals

Project Management Offices (PMOs) are theoretically expected to improve project success, but organizational culture may moderate this relationship in complex ways not yet examined for Nigerian multinationals. This study examines the moderating role of organizational culture in the PMO-project success relationship in multinational companies operating in Nigeria. A cross-sectional survey will recruit 270 project managers, PMO staff, and senior executives from 15 multinational corporations in Lagos, Abuja, and Port Harcourt covering oil and gas, FMCG, and banking sectors. PMO characteristics will be assessed using the PMO Value Ring, project success using multi-dimensional success criteria, and organizational culture using the Competing Values Framework (CVF). Moderated multiple regression and interaction analyses will test cultural moderation effects. This study fills a theoretical gap by empirically testing culture as a boundary condition of PMO effectiveness in a West African multinational context. Findings will enable PMO designers to configure structures aligned with host cultural profiles. Keywords: PMO implementation, project success, organizational culture, multinational, moderation analysis