TY - JOUR
T1 - The effect of commitment differentiation on integrated project delivery team dynamics
T2 - The critical roles of goal alignment, communication behaviors, and decision quality
AU - Manata, Brian
AU - Garcia, Angelo Joseph
AU - Mollaoglu, Sinem
AU - Miller, Vernon D.
N1 - Funding Information:
This research was supported by the National Science Foundation through Grant SES-123-1206 . Any opinions, findings, and conclusions or recommendations expressed in this material are those of the author(s) and do not necessarily reflect the views of the National Science Foundation
Publisher Copyright:
© 2020 Elsevier Ltd, APM and IPMA
PY - 2021/4
Y1 - 2021/4
N2 - Recently, architecture, engineering, and construction (AEC) project teams have begun to adopt the integrated project delivery (IPD) method with increased frequency. This adoption has been made on the assumption that IPD will lead to beneficial project team dynamics and outcomes. Although novel and potentially useful, we contend that the mere implementation of the IPD method does not in and of itself guarantee successful project team dynamics and outcomes. In specific, in this manuscript we argue that commitment disparities between project team members are problematic for numerous project team dynamics and outcomes: goal alignment, communication behaviors, and decision-quality. Using data from 21 IPD project teams, we show this to be the case. Results from this investigation suggest that when members’ commitment levels vary within project teams, goal misalignment, poor communication behaviors, and reduced decision quality are expected to follow. Moreover, results suggest that this is especially likely to occur when members’ commitment levels are low as opposed to high. This work contributes substantially to our understanding of project team dynamics in the AEC industry, especially as they relate to those delivered under contractually followed IPD. Although the IPD method holds the potential to be beneficial, these results suggest that such benefits accrue only if team members’ commitment levels are both high and uniform. In the absence of such conditions, problematic team-level dynamics and outcomes are expected to ensue.
AB - Recently, architecture, engineering, and construction (AEC) project teams have begun to adopt the integrated project delivery (IPD) method with increased frequency. This adoption has been made on the assumption that IPD will lead to beneficial project team dynamics and outcomes. Although novel and potentially useful, we contend that the mere implementation of the IPD method does not in and of itself guarantee successful project team dynamics and outcomes. In specific, in this manuscript we argue that commitment disparities between project team members are problematic for numerous project team dynamics and outcomes: goal alignment, communication behaviors, and decision-quality. Using data from 21 IPD project teams, we show this to be the case. Results from this investigation suggest that when members’ commitment levels vary within project teams, goal misalignment, poor communication behaviors, and reduced decision quality are expected to follow. Moreover, results suggest that this is especially likely to occur when members’ commitment levels are low as opposed to high. This work contributes substantially to our understanding of project team dynamics in the AEC industry, especially as they relate to those delivered under contractually followed IPD. Although the IPD method holds the potential to be beneficial, these results suggest that such benefits accrue only if team members’ commitment levels are both high and uniform. In the absence of such conditions, problematic team-level dynamics and outcomes are expected to ensue.
UR - http://www.scopus.com/inward/record.url?scp=85098667759&partnerID=8YFLogxK
UR - http://www.scopus.com/inward/citedby.url?scp=85098667759&partnerID=8YFLogxK
U2 - 10.1016/j.ijproman.2020.12.003
DO - 10.1016/j.ijproman.2020.12.003
M3 - Article
AN - SCOPUS:85098667759
SN - 0263-7863
VL - 39
SP - 259
EP - 269
JO - International Journal of Project Management
JF - International Journal of Project Management
IS - 3
ER -