A systemic view of dispute causation

Abstract

Purpose

A considerable amount of research has been undertaken with regard to the dispute causation within construction project management. Research has eschewed identifying the interrelatedness of variables, which has blurred researchers understanding of dispute causation and lead to latent work practices being embedded within the contracting environment within which projects are procured. With this in mind, this paper attempts to identify the underlying dynamics influencing disputes through the use of causal modeling.

Design/methodology/approach

Using the concept of system dynamics a series of causal models are developed from the literature to demonstrate the complexity associated with dispute causation.

Findings

It is revealed that project management, organization and people are the main sources of disputes. Causal models are constructed for each of these constructs and a series of strategies for avoiding disputations identified.

Originality/value

The research has demonstrated the inherent complexity associated with disputes and identified the interrelatedness of factors that can lead to their causation. It is suggested that further empirical research is required to determine the recurring latent conditions that contribute disputes. Once these conditions are examined then effective strategies for dispute avoidance can be identified and advancement toward improving the performance of construction projects made.

Citation

Love, P.E.D., Davis, P.R., Ellis, J.M. and Cheung, S.O. (2010), "A systemic view of dispute causation", International Journal of Managing Projects in Business, Vol. 3 No. 4, pp. 661-680. https://doi.org/10.1108/17538371011076109