While Systems Engineering adoption within the construction industry has increased over the past decades in response to growing complexity, stakeholder diversity, and lifecycle performance needs, the successful implementation of it remains inconsistent. Despite its theoretical maturity and proven benefits in multiple sectors, there are several factors that could counteract the outcome. Literature suggests that one of the most critical yet underexplored determinants of adoption is organizational culture. This thesis therefore investigates how organizational culture influences the successful adoption of Systems Engineering practices in construction projects.

The graduation project addresses this research question using two methods: literature review and semi-structured interviews. Initially, the extensive literature review was performed to create the foundation for understanding theories related to organizational culture and systems engineering. Then to collect as many contributing factors to successive outcomes, but also cultural enablers and constraints and their field of impact, offering a comprehensive overview. This study supports that successful SE adoption should be monitored across four interrelated dimensions: lifecycle-wide application of SE processes, effective execution of core technical practices (requirements management and verification & validation), organizational embedding, and realization of tangible and perceived benefits.

The literature review was followed by empirical research focused on the large-scale IJmuiden Ver Alpha onshore substation project. Semi-structured interviews with professionals helped identify the underlying beliefs, norms, and patterns that individuals perceive within their organization, while also capturing their practical insights into strategies for improving how systems engineering is enacted. Based on this synthesis, multi-level improvement strategies are proposed, addressing leadership alignment, strategic embedding, competence development, motivation, and the cultivation of supportive and learning-oriented cultural attributes.

In addition, the theoretical and empirical findings were synthesized into the development of a framework in the form of a Causal Loop Diagram that models the dynamic interdependencies between organizational culture and systems engineering adoption. It illustrates reinforcing and balancing feedback loops that explain how cultural conditions can either strengthen or weaken the institutionalization of systems engineering. The resulting framework highlights both the academic and practical relevance of the study by offering a systemic perspective on where organizations should intervene, identifying key leverage points for action while encouraging continuous monitoring of system behavior over time. The framework is expected to support systems engineering adoption in organizations by emphasizing that successful implementation requires not only technical and procedural capabilities, but also cultural awareness and transformation.