Effects of teamwork climate on cooperation in crossfunctional temporary multi-organization workgroups

In this study, the formative roles of common goals, equal status, integrative interactions, and authority support as the optimal factors for engendering individuals’ cooperation with their proximal cross-functional project workgroups are examined. The four factors are properties of the workgroup environment, and have each been highlighted as being important in previous conceptual and critical success factors (CSFs) studies of project effectiveness. However, until now, there has been no systematic empirical test of the interactive effects of all four factors in a construction temporary-multi organization (TMO) workgroup setting. The four factors are conceptualized in this study as the reflective dimensions of a superordinate multidimensional latent construct, teamwork climate. An integrative test was undertaken of the construct validity of this multidimensional construct, its substantive utility relative to its dimensions, and of specific hypotheses connecting the multidimensional construct and its dimensions to individual’s in-role, extra-role, compliance, and deference behaviour; the test was performed using two cross-cultural samples of built environment professional managers (UK, N = 381; and Hong Kong, N = 140) and structural equation modelling. The results showed convergence in support of the multidimensional 18 conceptualization of teamwork climate, and also show that teamwork climate significantly and positively influences workgroup members’ in-role, extra-role, compliance, and deference behavior. These findings provide compelling indication that teamwork climate is an important and efficient determinant of cooperative behavior within TMO contexts and, in so doing, make an important contribution to the extant and construction engineering and management lines of literature on work climates. This study also makes an important contribution to the debate in the extant literature about how to model the four climate dimensions, in so far as it shows that a superordinate multidimensional conceptualization maximizes predictive utility, theoretical parsimony and bandwidth. Finally, this study makes an important contribution to practice, as it focuses project managers’ attention on creating the generative project environments for the four optimal conditions for teamwork

Selecting sustainable teams for PPP projects

Inherent complexities and high strategic impacts of public private partnership (PPP) projects call for careful team selection methodologies. While project-specific selection methodologies have been previously developed, it is shown that there is now a clear need for an integrated approach, which for example ties in Past Performance Scores on technical, sustainability and relational criteria into a unified framework for decision-making. This paper proposes such a framework. The first phase of the validation of this framework was carried out using a Delphi-type survey of industry and academic experts. The findings indicate a high consensus among experts on the suitability of the basic framework for further development. Following expansion and full operationalisation of the technical, sustainability and relational components, the developed framework will again be conceptually validated before recommending it for field testing and implementation

Effective TMO project workgroups: an investigation of antecedent conditions

In seeking to explain the antecedents of cross-functional TMO workgroup cooperation, Anvuur and Kumaraswamy (2007) [Journal of Construction Engineering and Management, 133(3), 225-34] proposed a conceptual framework which emphasizes the formative role of four factors: common goals; equal status; integrative interactions; and authority support. This study tests this framework empirically, based on responses from a Hong Kong survey of built environment professional managers and using structural equation modelling. The findings support the role of the four factors, showing that a superordinate construct—teamwork climate for cooperation—formed from the four factors significantly and positively influences workgroup members’ in-role, extra-role, compliance, and deference behaviour. Therefore, project managers may usefully strive to create the generative project environments for the four optimal conditions for teamwork

Conceptual model of partnering and alliancing

Partnering as a concept has matured in its application and many empirical studies provide evidence of its impact on project performance beyond the rather prescriptive and anecdotal claims of earlier cookbooks on the subject. What has remained elusive, however, is a guiding theory on partnering. Drawing on the literature, partnering is explained within the framework of intergroup contact theory and teamwork in organisations. More specifically, partnering has the potential to create the essential conditions for optimal intergroup contact and hence, to reduce bias and increase cooperation among construction project workgroups and, consequently, favourably impact on project performance. Demonstrating a close fit with the published literature on partnering provides useful support for the proposed model. The model can clearly help project managers to focus their attention on the necessary aspects of workgroup processes that lead to high cooperation and performance

Building "relationally integrated value networks" (RIVANS)

Purpose – Advocacy for the re-integration of highly differentiated, at times fragmented, construction project “teams” and supply chains has increased in this era of network competition, yet industry targets remain elusive. This paper aims to report on findings of research focused on the development and validation of the building-blocks for relationally integrated value networks (RIVANS) that seeks to redress this issue. Design/methodology/approach – Complementary theoretical streams are identified through an extensive literature review, and are used to shape and inform discussions of the key RIVANS themes of value objectives, network management, learning, and maturity. Four moderated focus groups hosted in each of two workshops in Hong Kong, are used to validate these themes. Each workshop typically comprised thematic focus group sessions in between introductory presentations and a plenary consolidation session. Findings – The findings indicate strong support for the comprehensive coverage, appropriateness and practical relevance of the key RIVANS themes. The findings also suggest that public sector clients and procuring agents need empowerment to provide adequate leadership and create the environmental contexts required in RIVANS. Research limitations/implications – The chosen research approach and context may temper the generalisability of the findings reported in this paper. Therefore, researchers are encouraged to test the proposed RIVANS concepts in other contexts. Practical implications – Implications for the development of basic implementation templates for RIVANS are discussed. Originality/value – This paper responds to a clearly identified need for integrative value-based models of competitiveness in construction

Perceptions of status and TMO workgroup cooperation: implications for project governance

Achieving and sustaining the cooperation of individuals with their temporary multi-organization (TMO) workgroups is, arguably, one of the most enduring challenges facing the construction sector. A mediational model connecting pride and self-respect to each of four dimensions of cooperative behaviour-in-role, compliance, extra-role, and deference-is tested in a survey sample of 140 construction professionals in Hong Kong. Bootstrap tests of the indirect effect of pride on cooperative behaviour suggest that self-respect fully mediates the influence of pride on in-role behaviour and compliance behaviour, and partially mediates the influence of pride on extra-role behaviour. The results also suggest that pride has no effect on deference behaviour. While needing corroboration by future research, the findings suggest that viable strategies designed to foster pride and self-respect could engender and sustain cooperation in construction TMO workgroups, and support ongoing efforts to reform construction. The bootstrapping procedures for testing intervening variable models are elaborated in the hope that this will encourage more process analysis research in construction. © 2012 Copyright Taylor and Francis Group, LLC

Pursuing ‘relational integration’ and ‘overall value’ through ‘RIVANS’

Purpose – The paper considers relational integration across a network of organisational members. To this end, ‘Relationally Integrated Value Networks’ (RIVANS) are conceptualised to engage and empower network members towards well-focused collaboration that adds value. The aim is to identify the routes towards achieving the desirable integration together with the desired ‘overall value’ that includes the hitherto often neglected ‘whole life’ and end-user priorities. Design/methodology/approach – Two case studies of enlightened team working are used to examine the power of RIVANS to add value. Deliberations at two subsequent Workshops identified the potential for furthering the RIVANS approach and operationalising the value propositions. Findings – Relational integration in networks adds considerable value to projects. Crossfertilisation benefits accrue when RIVANS members also participate in other value networks that also include other facilities managers. Research limitations/implications – Relational agendas have grown steadily over the last fifteen years. There is scope for further development for benefits of clients and the supply network. This is despite an apparent retreat from a focus on differentiation to a re-emerging cost focus. Practical implications – Each network can benefit from healthy inputs from, and benchmarking against other networks. The strengths of each network will be enhanced by the steady development of each of its members, mutual feedback and collaborative learning opportunities. Originality/value – The need for, and potential impact of RIVANS are heightened in the present major economic downturn. Relationally integrated networks can be more resilient, while adding value and building market share through collaborative efficiencies throughout the life cycles of built assets

Perceptions of status and TMO workgroup cooperation: implications for project governance

Achieving and sustaining the cooperation of individuals with their temporary multi-organization (TMO) workgroups is, arguably, one of the most enduring challenges facing the construction sector. A mediational model connecting pride and self-respect to each of four dimensions of cooperative behaviour-in-role, compliance, extra-role, and deference-is tested in a survey sample of 140 construction professionals in Hong Kong. Bootstrap tests of the indirect effect of pride on cooperative behaviour suggest that self-respect fully mediates the influence of pride on in-role behaviour and compliance behaviour, and partially mediates the influence of pride on extra-role behaviour. The results also suggest that pride has no effect on deference behaviour. While needing corroboration by future research, the findings suggest that viable strategies designed to foster pride and self-respect could engender and sustain cooperation in construction TMO workgroups, and support ongoing efforts to reform construction. The bootstrapping procedures for testing intervening variable models are elaborated in the hope that this will encourage more process analysis research in construction. © 2012 Copyright Taylor and Francis Group, LLC