Social cohesion and interpersonal conflicts in projects

Ojiako, Udechukwu; Manville, Graham; Zouk, Nadine; Chipulu, Max

Abstract

One particular area of project management literature that has continued to gain momentum is its social dimension, with a number of scholars emphasising the fact that there is a considerable social dimension to every project activity. Within this context, the authors examine parameters that drive social facets of projects with a particular focus on social cohesion, interpersonal conflicts and national culture. Data from 167 project managers working in Kuwait were collected using a web-based questionnaire. Bivariate statistical techniques were employed in the analysis of data, but revealed no evidence to support the notion that social cohesion or interpersonal conflicts were impacted by project management experiences. In effect, findings from this research suggest that social cohesion and interpersonal conflict transcend the effects of national culture.

Citation

Ojiako, U., Manville, G., Zouk, N., & Chipulu, M. (2016). Social cohesion and interpersonal conflicts in projects. Proceedings of the ICE - Management, Procurement and Law, 169(2), 77-84. https://doi.org/10.1680/jmapl.14.00038

• Journal Article Type: Article
• Acceptance Date: Dec 17, 2015
• Online Publication Date: Mar 7, 2016
• Publication Date: 2016-04
• Deposit Date: Feb 14, 2022
• Journal: Proceedings of the Institution of Civil Engineers - Management, Procurement and Law
• Print ISSN: 1751-4304
• Publisher: ICE Publishing
• Peer Reviewed: Peer Reviewed
• Volume: 169
• Issue: 2
• Pages: 77-84
• DOI: https://doi.org/10.1680/jmapl.14.00038
• Public URL: http://researchrepository.napier.ac.uk/Output/2845315