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Bryde, D J (2008) Is construction different? A comparison of perceptions of project management performance and practices by business sector and project type. Construction Management and Economics, 26(03), 315–27.

Chang, C-H, Lin, Y-C and Tserng, H P (2008) Distilling and managing engineers' experience in construction projects using a pattern approach. Construction Management and Economics, 26(03), 209–23.

Chen, C (2008) Entry mode selection for international construction markets: the influence of host country related factors. Construction Management and Economics, 26(03), 303–14.

Dean, Y and Warwick, S (1998) Building, the suppression of seasonal response and the effects on health. Building Research & Information, 26(03), 146–56.

Edwards, D, Parn, E A, Sing, M C and Thwala, W D (2019) Risk of excavators overturning. Engineering, Construction and Architectural Management, 26(03), 479–98.

Ekanayake, E, Shen, G and Kumaraswamy, M M (2019) Mapping the knowledge domains of value management: a bibliometric approach. Engineering, Construction and Architectural Management, 26(03), 499–514.

Galbraith, G H, McLean, R C and Guo, J S (1998) Moisture permeability data presented as a mathematical relationship. Building Research & Information, 26(03), 157–68.

Gan, X, Chang, R, Langston, C and Wen, T (2019) Exploring the interactions among factors impeding the diffusion of prefabricated building technologies. Engineering, Construction and Architectural Management, 26(03), 535–53.

Hasan, A and Jha, K N (2019) Client and contractor roles in schedule incentive/disincentive projects. Engineering, Construction and Architectural Management, 26(03), 386–407.

Juan, Y, Lin, I and Tsai, J (2019) A hybrid approach to optimize initial design strategies for pre-sale housing projects. Engineering, Construction and Architectural Management, 26(03), 515–34.

Matar, M M, Georgy, M E and Ibrahim, M E (2008) Sustainable construction management: introduction of the operational context space (OCS). Construction Management and Economics, 26(03), 261–75.

Newaz, M T, Davis, P R, Jefferies, M and Pillay, M (2019) Validation of an agent-specific safety climate model for construction. Engineering, Construction and Architectural Management, 26(03), 462–78.

Ng, S T and Tang, Z (2008) Delineating the predominant criteria for subcontractor appraisal and their latent relationships. Construction Management and Economics, 26(03), 249–59.

Ning, Y, Feng, M, Feng, J and Liu, X (2019) Understanding clients’ experience of trust and distrust in dwelling fit-out projects. Engineering, Construction and Architectural Management, 26(03), 444–61.

Shen, Q and Spedding, A (1998) Priority setting in planned maintenance: practical issues in using the multi-attribute approach. Building Research & Information, 26(03), 169–80.

Smallwood, J (1998) Client influence on contractor health and safety in South Africa. Building Research & Information, 26(03), 181–9.

Wanigarathna, N, Sherratt, F, Price, A and Austin, S (2019) Design re-use: critical application of healthcare building design evidence. Engineering, Construction and Architectural Management, 26(03), 350–66.

Wu, G, Zhao, X, Zuo, J and Zillante, G (2019) Effects of team diversity on project performance in construction projects. Engineering, Construction and Architectural Management, 26(03), 408–23.

• Type: Journal Article
• Keywords: Organization; Diversity; Construction; Structural equation modelling; Conflict; Construction project; Management; Performance; Project management;
• ISBN/ISSN: 0969-9988
• URL: https://doi.org/10.1108/ECAM-05-2018-0220
• Abstract:
  The purpose of this paper is fourfold: first, to investigate the effect of team diversity on different types of conflicts; second, to determine if team diversity is significantly correlated with project performance; third, to investigate the mediating effect of project conflicts on the relationship between team diversity and project performance and fourth, to examine the relationship between different types of conflicts and project performance in construction projects. A theoretical model was developed and a questionnaire survey was conducted with 246 professionals. The structural equation modeling technique was applied to analyze the data. The results showed that: team diversity was positively associated with project performance; the introduction of conflicts significantly weakened the effect of diversity on performance; conflicts have both constructive and destructive effects on project performance; and team diversity affected project performance through the mediating effects of task conflict and relationship conflict, thus adding both positive and negative effects on performance. There are other factors which may affect conflicts and project performance such as communication, trust and contract. Future research could be conducted to determine the role of these variables in determining the effects of team diversity on performance. It is necessary to reduce the relationship conflict whereas maintaining a “healthy” level of task conflict. In light of this, the conclusions of this study highlight practical implications as follows: project teams should attach importance to diverse partner selection and select cooperative partners whose value orientations are similar; when implementing a construction project, the structure of diverse project teams should keep relatively stable, avoiding too many teams entering or exiting the project in a short period; project teams should make greater efforts to deal with destructive conflicts via relational governance such as trust and communication. This study contributes to the literature in three areas. First, this study investigated the dynamic mechanism between team diversity, conflicts and performance in construction projects. Second, this study contributes to the body of knowledge on validating the mediating effects of conflicts on the relationship between team diversity and performance. Third, this study validated the positive and negative effects of team diversity on performance with different types of conflicts as mediation variables in construction projects.

Yeung, J F Y, Chan, A P C and Chan, D W M (2008) Establishing quantitative indicators for measuring the partnering performance of construction projects in Hong Kong. Construction Management and Economics, 26(03), 277–301.

Yong, K T and Low, P S (2008) Organizational culture and TQM implementation in construction firms in Singapore. Construction Management and Economics, 26(03).

Zhang, L, Fenn, P and Fu, Y (2019) To insist or to concede? Contractors’ behavioural strategies when handling disputed claims. Engineering, Construction and Architectural Management, 26(03), 424–43.

Zhang, R, Xing, J, Ye, K, Lu, W and Shan, Y (2019) Synchronicity of global construction cost indexes. Engineering, Construction and Architectural Management, 26(03), 367–85.

Zhao, Z Y and Shen, L Y (2008) Are Chinese contractors competitive in international markets?. Construction Management and Economics, 26(03), 225–36.

Zhou, Y, Yang, Y and Yang, J (2019) Barriers to BIM implementation strategies in China. Engineering, Construction and Architectural Management, 26(03), 554–74.