The construction industry, being collaborative in nature, has over time grown to accommodate professionals from various backgrounds with varying degrees of human interaction that brings its own organizational culture. This increase in complex and ever-changing construction project activities during the life cycle of construction requires effective communication using appropriate information technology. Many studies have documented the slow uptake of this technology in the industry and have focused on processes and systems when researching the reasons behind it. Human factors, and particularly the unique project organizational culture in construction projects have not been vastly addressed in relation to uptake of information management technology. With reference to the Competing Values Framework the study sought to find out the effect of project organizational culture on information management technology adoption in construction projects in Nairobi, based on the Unified Theory of Acceptance and Use of Technology. It also described the characteristics of construction project organizational culture, and the perception of respondents on extent of adoption of information management technology and the relationship between the project organizational culture and information management technology adoption. A descriptive cross-sectional study design was used and primary data collected using questionnaires. Quantitative Data was analyzed SPSS v25. The findings were that all four components of the Competing Values Framework (collaboration, competition, creativity and control) were statistically significant in the uptake of information management technology. It was also found that the construction projects environment skews collaborative and control-based in nature, and this requires an enhancement of information management technology that ensures values and common goals of the Clan culture (collaboration) and Hierarchy culture (control), an atmosphere of collectivity, discipline and mutual help, and an emphasis on empowerment and project participant evolvement. Organizational culture therefore has an impact in the uptake of Information Management technology for construction projects.