This thesis examines how organizational culture influences the successful adoption of Systems Engineering (SE) within the construction industry. Despite increasing adoption driven by growing project complexity and lifecycle demands, implementation remains inconsistent. Using a combination of literature review and semi-structured interviews, the study identifies key cultural enablers and constraints affecting SE practices. Findings indicate that successful adoption depends on four interrelated dimensions: lifecycle-wide application, effective execution of core technical practices, organizational embedding, and the realization of tangible and perceived benefits. Empirical insights from the IJmuiden Ver Alpha onshore substation project highlight the role of beliefs, norms, and behaviors in shaping implementation outcomes. The research culminates in a Causal Loop Diagram framework that maps the dynamic relationship between culture and SE adoption, offering practical leverage points for organizations. The study concludes that beyond technical capabilities, cultural awareness and transformation are essential for sustained SE implementation.