Role conflict in project team dynamics

Kabiri, S. ORCID: https://orcid.org/0000-0002-5311-7304, Hughes, W. ORCID: https://orcid.org/0000-0002-0304-8136 and Schweber, L. ORCID: https://orcid.org/0000-0002-6069-0002 (2014) Role conflict in project team dynamics. In: 30th Annual ARCOM Conference, 1-3 September 2014, Portsmouth, UK.

Abstract/Summary

Project team dynamics may be affected by mismatches between formal and informal sources of expectations. Conflicting or unclear expectations have not yet been studied closely in construction projects. Using role theory, the effect of such phenomena on project team dynamics was studied in construction projects. Most research into role theory relies on survey data; however, this study takes a qualitative approach. For a public project, contracts were studied, project meetings were observed, and semi-structured interviews with the major members of the design team were carried out to identify formal and informal sources of role expectations. Analysis focused on the misalignment of these sources. A model was developed to help explain project team dynamics and the interaction of formal and informal sources of role expectations. Findings reveal that underspecified roles and responsibilities within contracts and plans of works effected role interactions and ultimately team dynamics.

Item Type	Conference or Workshop Item (Paper)
URI	https://reading-clone.eprints-hosting.org/id/eprint/67548
Refereed	Yes
Divisions	Science > School of the Built Environment > Organisation, People and Technology group
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