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Ahiaga-Dagbui, D D, Tokede, O, Morrison, J and Chirnside, A (2020) Building high-performing and integrated project teams. Engineering, Construction and Architectural Management, 27(10), 3341–61.
- Type: Journal Article
- Keywords: Coaching; Trust; Team performance; Project facilitation; Psychological safety; Social capital theory; Project success;
- ISBN/ISSN: 0969-9988
- URL: https://doi.org/10.1108/ECAM-04-2019-0186
Effective inter-organisational relationships are key to engendering innovation and ensuring the successful delivery of infrastructure projects. Relationship-based contracts are thus widely used to stimulate best-for-project ideals and attenuate the otherwise adversarial relationship that often exists between clients and contractors. This study examines the effectiveness and limitations of a project facilitation model as coaching tool for developing conducive inter-organisational relationships for construction project delivery.
Design/methodology/approachThe study adopts a case-study approach using evidence from triangulated data sources of focus group workshops, semi-structured interviews and document analysis. Findings(1) The facilitation model enabled an environment for psychological safety to be developed, which engendered a platform for effective cooperation for problem-solving and achieving quasi best-for-project ideals. (2) The model provides the mechanism to develop team behaviours that support enhanced performance and create an environment less adversarial and more collaborative than traditional contracting. Originality/valueThe novelty of this research is that relationship-based principles have been utilised as part of a traditional design-bid-build contract with lump-sum payment arrangements.