Impact of proactive behaviour antecedents on construction project managers’ performance

Kapogiannis, G, Fernando, TP ORCID: https://orcid.org/0000-0001-5321-9071 and Alkhard, AM 2021, 'Impact of proactive behaviour antecedents on construction project managers’ performance' , Construction Innovation: Information, Process, Management .

[img]
Preview
PDF - Accepted Version
Available under License Creative Commons Attribution Non-commercial 4.0.

Download (481kB) | Preview
[img] HTML - Published Version
Restricted to Repository staff only

Download (73kB)

Abstract

Purpose: Many aspects of social behaviour are manifested in project managers in interaction with team members in the construction sector. Proactive behaviour as a social behaviour impacts on project and organizational effectiveness. This paper aims to explore and explain how project managers’ proactive behaviour could be enhanced in a project by the use of integrated collaborative environments. The paper aims to discuss these issues.
Design/methodology/approach: To investigate this interrelationship, researchers used a survey methodology involving gathering both quantitative and qualitative data, and used regression analysis to assess the strength of impact of proactive behaviour antecedents on project manages’ performance on a construction project when using integrated collaborative technologies. For the qualitative data, researchers used content analysis.
Findings: The research showed that by developing a proactive personality, the construction project manager is more likely to pre-identify “accurately” project time and costs, and to identify project culture, collaboration strategy and project risks. Moreover, co-worker trust as a proactive behaviour antecedent has been shown to impact on raising quality issues in a project. Furthermore, project managers’ flexibility could assist them in designing procurement strategies as well as designing a project business plan and avoiding conflict. Nevertheless, flexibility, including self-efficacy, control appraisal, change orientation, job autonomy and supportive supervision, plays a significant role in the development of proactive behaviour in construction project managers and enhances project performance.
Research limitations/implications: The sample is limited, but the research methodology is acceptable because the authors use mixed approach to check the correlation.
Practical implications: How project managers can use integrated collaborative technologies on developing their proactive behaviour and thus impacting project performance is observed.
Originality/value: The value of this paper is to contribute understanding of the impact of the use of integrated collaborative technologies on developing project managers’ proactive behaviour and thus impacting project performance.

Item Type: Article
Schools: Schools > School of the Built Environment > Centre for Urban Processes, Resilient Infrastructures & Sustainable Environments
Journal or Publication Title: Construction Innovation: Information, Process, Management
Publisher: Emerald Publishing
ISSN: 1471-4175
Related URLs:
Depositing User: TP Fernando
Date Deposited: 02 Jun 2021 09:16
Last Modified: 28 Aug 2021 10:46
URI: http://usir.salford.ac.uk/id/eprint/60253

Actions (login required)

Edit record (repository staff only) Edit record (repository staff only)