Project organizational culture (POC) has been recognized as a significant influencing factor of the success or failure of a project. Although numerous studies on this topic have been conducted to develop organizational culture models, these have mainly been for generic business settings, and one has not yet been developed for construction organizations at the project level. The aim of this chapter was to perform this task in Vietnam. A case study shows that cultural artifacts were arranged into a five-factor project organizational culture framework: "Project goal setting,"" Contractor assurance,"" Cooperative emphasis,""Empowerment assignment," and "Workforce emphasis." The chapter's findings suggest that the construction contracting organizations are more focused on the culture of mission and adaptability, with a relatively higher emphasis on clear project goals and contractor assurance. They favored a culture of involvement less, with a relatively lower emphasis on empowerment and workforce.

Background: Cargo-handling equipment (CHE) plays a vital role in maintaining the efficiency of a highly-worked container terminal. Methods: This study is aimed to analyze the CHEs’ performance, which is conducted based on a contextual application of the overall equipment-effectiveness (OEE) technique and data collected from a field survey in 14 container terminals in Vietnam. Results: The findings reveal that the CHEs are operated incompatibly with their actual capacity due to low performance. Also, the findings clarified the unproductive exploitation of container terminals and low actual terminal throughput since the capacity-designed terminals are currently operating above their actual capacity. Conclusions: The application of the OEE index for groups of CHE equipment is an origin for the impact assessment of the overall performance between the groups of CHEs’ equipment, thereby proposing management tools for supporting the improvement of the CHEs and container terminals’ performance in Vietnam.

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