مهار تاثیر مخرب تعارض در پروژه های مقیاس بزرگ
Abstract
1- Introduction
2- Literature and theoretical background
3- Research model and hypotheses development
4- Method
5- Data analysis
6- Results
7- Discussion
References
Abstract
Insufficient empirical and theoretical attention has been given to the influence of emotional intelligence (EI) in determining performance and the mechanisms underlying this relationship among project team members in large-scale infrastructure projects. This research explores the association between EI and project performance in the context of large-scale infrastructure projects. Specifically, it proposes a model demonstrating a positive link between EI and project performance through adverse relationships with three negative conflict types (relationship, teak, and process). Further, it hypothesises that trust plays a moderating role. To test the model, we collected data from 365 project team members in large-scale infrastructure projects. The empirical results demonstrate that EI is positively linked to performance in large-scale infrastructure projects, and that this association is facilitated by EI's negative link to three conflict modes (task, relationship, process), which are negatively connected to performance. Additionally, inter-personal trust was found to moderate the negative relationship between conflict and project performance. This paper concludes with a discussion of the research and practical implications of the study's findings, and suggestions for future research directions.
Introduction
Large-scale infrastructure projects can generate high social returns, change the local communities and social context, and improve private enterprise activity, recruitment, and government incomes (Buvik & Rolfsen, 2015; Rezvani, Khosravi, & Ashkanasy, 2018; Wu, Liu, Zhao, & Zuo, 2017; Zhang & Fan, 2013). Nonetheless, Maqbool, Sudong, Manzoor, and Rashid (2017) stated that 61% of all large-scale infrastructure projects either were not completed or failed to deliver satisfactory results. Comparably, Drouin and Bourgault (2013) found that most infrastructure professionals confirmed experiencing more than one project failure (see also Rezvani et al., 2018), despite governments' claims of significant investments in developing large-scale infrastructure projects worldwide. Moreover, scholars (see Buvik & Rolfsen, 2015; Toor & Ogunlana, 2008; Mazur et al., 2014) have revealed that successful project delivery largely depends on human skills, personal attributes, and the competencies of project managers and project team members, rather than technical skills. More specifically, researchers (Clarke, 2010; Mazur et al., 2014; Rezvani et al., 2016; Stephens & Carmeli, 2016) who have examined the effects of emotional intelligence (EI; Mayer and Salovey, 1997) maintain that this construct is a key determinant in ensuring the effective functioning of team members in large construction and defence projects. Stephens and Carmeli (2016) argue that individuals with high levels of EI expand their knowledge and skill bases to improve their ability to communicate and cooperate effectively for successful project outcomes. For instance, a study by Mazur et al. (2014) examined the relationship between EI and project success from the perspective of project managers. The researchers argue that emotionally intelligent project managers are more likely to communicate effectively and participate in problem-solving activities with stakeholders. Although EI seems to be associated with performance and effective outcomes in project environments, evidence of its impact is, nonetheless, limited (Ashkanasy & Dorris, 2017; Maqbool et al., 2017). Previous studies have apparently failed to capture the influence of EI among project team members working on long-term projects and in complex project environments, which is likely to cause the positive influence of EI to be underestimated.