*Research Scholar, Faculty of Management Studies and Research, Aligarh Muslim University, India
**Professor, Faculty of Management Studies and Research, Aligarh Muslim University, India
***Professor, College of Engineering and Petroleum, Kuwait University, Kuwait
Online published on 24 November, 2015.
Dispute in the construction industry is a global phenomenon having substantial cost impact at one end and inciting distress among individuals involved in the projects on the other end. Each dispute is different from others resembling the unique nature of projects, and reasons of disputes can be anything such as incomplete contract, incompetent personnel, ego clash, changes in rule, cultural changes, communication errors, calamities, etc. Most of researchers as well as practitioners agree that relationship between parties in a construction contract is adversarial due to competing interests of parties; and hence jeopardize performance objectives of contracts. Though the dispute research realm is abundant with enormous categorization of dispute factors, there is broad consensus among researchers as well as practitioners that a cordial relationship beyond the formal contractual relationship will alleviate disputes and thus helps to achieve project objectives without excess hurdles.
However, there is no enough studies focusing on relationship as a dispute issue in construction context. Therefore, this study aims to narrow the gap of connecting relationship with disputes by focusing on relationship and PM Leadership on disputes/project performance. The effect of relationship on disputes and thus project performance is measured on construction professionals’ perspective, analysed and tested. This research identifies the importance of relationship on dispute management linked with performance of construction projects, and hence helps the industry by highlighting the importance to formulate a project management leadership based on relationship.
Dispute, leadership, performance, project management, relationship
