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Al-Meshekeh, H S (2001) The effect of conflict management upon project effectiveness. Journal of Construction Procurement, 7(02), 15–30.

  • Type: Journal Article
  • Keywords: conflict; conflict management; project manager performance; project performance
  • ISBN/ISSN: 1358-9180
  • URL:
  • Abstract:
    The world is full of conflict. Construction project organisation today is highly conflictual with its nature and surrounding environment. Conflict has constructive as well as destructive effects depending upon how it is managed. The purpose of this paper is to examine empirically the association between the way project managers handle conflict upon project effectiveness. The study was carried out as a part of extensive research using a single Client and a number of Contractors executing (35) current building construction projects for the General Directorate of Military of Works at the Ministry of Defence and Aviation (GDMW/MODA) in the Kingdom of Saudi Arabia (KSA). Project effectiveness was measured using four criteria: project manager' performance, project performance (cost, time and quality), project managers conflict resolution method and conflict intensity. The results show that integrative projects run more effective projects.

Banik, G C (2001) Construction productivity improvement: current US perspective. Journal of Construction Procurement, 7(02), 60–71.

Jeffries, M, Gameson, R, Chen, S E and Elliott, T (2001) The Justification and Implementation of Project Alliances - Reflections From the Wandoo B Development. Journal of Construction Procurement, 7(02), 31–41.

Kashiwagi, D T and Mayo, R E (2001) Best Value Procurement in Construction Using Artificial Intelligence. Journal of Construction Procurement, 7(02), 42–59.

Ribeiro, F L (2001) BOT model: the Portuguese case. Journal of Construction Procurement, 7(02), 72–86.

Wood, G and McDermott, P (2001) Building on trust: a co-operative approach to construction procurement. Journal of Construction Procurement, 7(02), 4–14.