Recognized as a pivotal factor in project success, project organizational behaviors have garnered attention in scholarly discourse. Prior studies have primarily focused on developing organizational behavior models; however, a gap in understanding persists regarding the interplay between organizational behavior and time performance in the domain of construction projects. This research endeavors to bridge this matter. Leveraging organizational behavior constructs, a model was formulated and empirically validated through a survey encompassing data gathered from 199 finalized construction projects. Utilizing principal component analysis and the structural equation modeling (SEM) method, the study identified four distinct behavior dimensions within the organizational framework. The results indicate that commitment orientation significantly enhances time performance. Furthermore, commitment orientation serves as a mediator for the potential impacts of supportive orientation, leadership orientation, and shared understanding culture on-time performance. These findings underscore the influence of organizational culture and furnish a valuable project management instrument conducive to effective construction project organization management.