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Managing intragroup conflicts in construction project teams: Case studies in Sri Lanka

Show simple item record Senaratne, S Udawatta, N 2014-06-27T11:31:49Z 2014-06-27T11:31:49Z 2014-06-27
dc.description.abstract Conflict is intrinsic to individuals, teams and organisations. Due to the unique and complex nature with various parties, conflict is inevitable in most construction projects. According to the general management literature, three distinct types of intragroup conflicts can be identified: task, process and relationship conflicts. However, very little consideration has been given in the literature addressing the three types individually in a construction project team setting. Therefore, this study has explored the existence of types of intragroup conflicts and their management in this context. This research was approached through case studies of six construction projects, which were operating under the traditional procurement method in Sri Lanka. Semi-structured interviews were conducted with three distinct participants from each team. The findings revealed that both process and relationship conflicts offer disruptive effects to construction projects and teams, while task conflicts offer positive effects when they exist at low levels. Based on the most critical sources identified within the cases, suggestions are offered here to construction project team managers on how to manage intergroup conflicts proactively. Since the research is based on six case studies on traditional procurement arrangement in Sri Lanka, further research is required to generalise the findings across different contexts. © 2013 Copyright Taylor and Francis Group, LLC. en_US
dc.language.iso en en_US
dc.source.uri en_US
dc.subject intragroup conflicts en_US
dc.subject conflict management en_US
dc.subject construction projects en_US
dc.subject project teams en_US
dc.title Managing intragroup conflicts in construction project teams: Case studies in Sri Lanka en_US
dc.identifier.year 2013 en_US
dc.identifier.journal Architectural Engineering and Design Management en_US
dc.identifier.issue 3 en_US
dc.identifier.volume 9 en_US
dc.identifier.pgnos pp. 158-175 en_US

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