Big data innovation and diffusion in projects teams: Towards a conflict prevention culture

Despite the enormous literature on how team conflicts can be managed and resolved, this study diverges, by examining factors that facilitate conflict prevention culture in project teams, especially when introducing Big Data Technology. Relying on findings from relevant literatures and focus group discussions, 28 attributes for embedding conflict prevention culture were identified and put together in questionnaire survey. Series of statistical tests including reliability analysis and exploratory factor-analysis. The results identified five critical success factors for entrenching the culture of conflict prevention in project teams introducing big data driving innovations. The five-factor solution include “building effective relationship”, “effective project communications”, “project team efficacy”, “pro-active conflict management approach” and “effectual project documentation”. Result of this study presents a Conceptual framework for effective management of human resource in relation to conflict prevention among project teams, as an effective strategy for facilitating seamless adoption and diffusion of big data innovation in organisations

The effect of attitudinal differences on interface conflicts in large scale construction projects: a case study

Conflicts encountered in large scale construction projects occur in two categories: internal conflicts and interface conflicts. Internal conflicts are experienced among the project participants, whereas interface conflicts are between the construction project and groups outside the project. Many large scale construction projects often experience interface conflicts in the form of conflicting requirements from different social groups. This paper examines the attitudes of five groups of respondents on the factors leading to the interface conflicts experienced on the Yadana Natural Gas Pipeline Project (YNGPP) in Thailand as a case study. The study was conducted through questionnaire surveys of the five groups: the group affected by the project; the project participants; non-government organizations (NGOs) and interested organizations; academics and experts; and local government officials. The results show that these five groups have differences in attitudes towards the factors leading to the interface conflicts encountered on the project; and it is the differences in attitudes that generated the conflicts. The key variables were grouped into main categories and the degree of importance of each key factor leading to the interface conflicts was identified.Conflict, Attitudinal Differences, Project Management, Large Projects, Factor Analysis,