Role conflict and role ambiguity in construction projects

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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 (2012) Role conflict and role ambiguity in construction projects. In: 28th Annual ARCOM Conference, 3-5 September 2012, Edinburgh, pp. 727-736.

Abstract/Summary

Role conflict happens when a person faces different and incompatible expectations regarding a particular social status which they occupy. The literature on role conflict is reviewed for a better understanding of project dynamics in construction teams. The discussion focuses on issues surrounding the miscommunication of role expectations and tensions owing to differences in expectations of the same role. This ongoing doctoral study involves a qualitative research design, based on interviews with practicing professionals. Analysis will focus on the relation between formal expectations, as evidenced in contracts and other types of written communication, and informal expectations as observed from the interviews. Insights from the literature review suggest: 1. that the differences between formal and informal expectations is a major sources of role conflict in construction teams and 2. that this effect is exacerbated by the failure of team members to recognise it and take it into account.

Item Type	Conference or Workshop Item (Paper)
URI	https://reading-clone.eprints-hosting.org/id/eprint/38517
Refereed	Yes
Divisions	Science > School of the Built Environment > Organisation, People and Technology group
Uncontrolled Keywords	contract, organizational behaviour, project dynamics, role conflict
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Date Deposited:	09 Dec 2014 14:00	Date item deposited into CentAUR
Last Modified:	11 Jun 2024 09:16	Date item last modified

References

Baiden, B K, Price, A D F and Dainty, A R J (2006) The extent of team integration within construction projects. International Journal of Project management, 24, 13-23. Biddle, B (1986) Recent development in role theory. Annual Review of Sociology, 12, 67-92. Bryman, A (2004) Social research methods. New York: Oxford University Press Inc. Chan, P W, and Räisänen, C (2009) Editorial: informality and emergence in construction. Construction Management and Economics, 27(10), 907-912. Chapman, R J (2002) Retaining design team members. London: RIBA Enterprises Ltd. Egan, J (1998) Rethinking construction: the report of the Construction Task Force to the Deputy Prime Minister, John Prescott, on the scope for improving the quality and efficiency of UK construction, London: Department of the Environment, Transport and the Regions Construction Task Force. Floyd, S W and Lane, P J (2000) Strategizing throughout the organization: managing Role conflict in strategic renewal. Academy of Management Review, 25(1), 154-177. Georg, S and Tryggestad, K (2009) On the emergence of roles in construction: the qualculative role of project management. Construction Management and Economics, 27(10), 969-981. Gluch, P (2009) Unfolding roles and identities of professionals in construction projects: exploring the informality of practices. Construction Management and Economics, 27(10), 959-968. Gray, C and Flanagan, R (1989) The changing role of specialist and trade contractors. London: The Chartered Institute of Building. Hughes, W P (1989) Organizational analysis of building projects. Unpublished PhD thesis, Department of Surveying, Liverpool Polytechnic. Hughes, W P and Murdoch, J (2001) Roles in construction projects: analysis and terminology. Birmingham: Construction Industry Publications. Institution of Civil Engineers (2009) Client best practice guide. London: Thomas Telford. Jackson, S E and Schuler, R S (1985) A meta-analysis and conceptual critique of research on role ambiguity and role conflict in work settings. Organizational Behavior and Human Decision Processes, 36(1), 16-78. Kagan, H A, Leary, D J and Pratter, G E K

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