Organizational culture, as one of the fundamental factors in the success of architectural and urban development projects, plays a crucial role in improving management, fostering team coordination, and enhancing the quality of project implementation. Despite its recognized importance, the dimensions and components through which organizational culture affects project performance have not been fully identified. Accordingly, this study aims to examine the relationship between organizational culture indicators and management quality in architectural and urban development projects, identifying effective pathways for performance improvement. The research seeks to demonstrate how prevailing values, beliefs, and behavioral patterns within organizations can influence managerial performance and the overall quality of projects. To achieve this objective, the study was conducted in two stages. The first stage focused on identifying the key organizational culture indicators that have a direct impact on project performance improvement. This was achieved through a comprehensive literature review and semi-structured interviews with 12 recognized experts in management and construction, particularly in the fields of architecture and urban development. In the second stage, a descriptive-survey research was conducted using a questionnaire developed based on the indicators extracted in the first phase. A purposive sampling method was employed, and the study population included 129 professionals in the construction sector specializing in project management and construction. The collected data were analyzed using SPSS software through a combination of descriptive and inferential statistical methods to provide deeper insights into the effects of organizational culture on project performance.