The construction industry is adjudged to be a major force in economic stabilization of countries. Its contribution includes employment, infrastructure development and gross domestic product, amongst others (Ofori 2012). Contractors are the fore implementers of clients’ brief statement. In developing countries such as Ghana, governments are the major client because of the rising infrastructure deficit. Construction organizations in developing countries are challenged with ineffectiveness and inefficiency in its operation as far as projects and the running of these organizations are concerned. Most studies have focused on improving effectiveness and efficiency of projects whilst organizations’ effectiveness and efficiency are yet to be delved into. Although, it can be argued that, the two are inseparable but the distinction between the two is permanent and changing environment for running the organization and project, respectively. Improving organizational effectiveness requires the realization and acknowledgement of the organization’s identity. This identity becomes the basis of management decisions; the discovery of the identity can be done by knowing the profile of such organizations. Fellows and Liu (2013) opined that culture is a striking factor that transcends in all aspects of life and professions as well. Implying that the management of employees within the organization and the final physical infrastructure edifice broadcast the culture of the organization involved. Suggesting that, knowing the culture of an organization can lead to forecasting its performance. Furthermore, the globalization of the construction industry has resulted in alliances between foreign and Indigenous contractors. However, Fellows and Liu (2013) asserted that arrangements in that regard are scanty. Notwithstanding that, Altinay and Brookes (2012) pronounced that partnerships are influenced by similarities of culture between the organizations involved. Furthermore, many researchers have indicated that there is a correlation between organizational culture and commitment (Lau et al. 2016), performance or effectiveness in other jurisdictions. Moreover, there are documented profile of organizational culture in the construction industry of United Kingdom (Ankrah et al. 2007; Worrall 2012), Turkey (Oney-Yazici et al. 2007; Albayrak & Albayrak 2014), Australia (Igo & Skitmore 2006), Indonesia (Coffey et al. 2011), Nigeria (Olanipekun et al. 2014), South Africa (Harinarain et al. 2013), China (Zhang & Liu 2003) and Malaysia (Lai et al. 2016); however, the Ghanaian construction industry lacks such studies and yet to be employed. It is based on the aforementioned reasons that this study is conducted to identify the culture typologies for Ghanaian construction firms.