Public institutions in Kenya continue to face challenges in achieving successful project implementation, largely due to the influence of organizational culture. This study examined how organizational culture affects project performance at the Kenya Agricultural and Livestock Research Organization (KALRO) in Nairobi. Specifically, it assessed the effects of decision-making processes and ethical standards on project outcomes. The study was anchored on Schein’s Model of OrganizationalCulture, Denison’s Model, and the Resource-Based View (RBV) theory. A descriptive research design was employed, with a census sampling approach involving 30 respondents drawn from a target population of 40 staff members. Data were analyzed using descriptive statistics, correlation, and regression analyses. The findings revealed a positive relationship between organizational culture dimensions and project performance. The study concludes that participatory decision-making and adherence to ethical practices significantly enhance project outcomes. It recommends that KALRO strengthen these cultural aspects to improve operational efficiency and promote sustainable project performance in public institutions.