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Sustainable building development involves several stakeholders, team participants and their fulfilment can affect the performance and outcome of succeeding construction development. The effect of the individual or human component is one of the most desperate reasons for the realisation of any progress in the building sector. Organisations are developing an increasing number of project teams to meet diverse organisational goals as they acknowledge the value and importance of project teams. However, in order to ensure that the project team achieves positive results, management, particularly the project manager, must focus on crucial elements such as team satisfaction. Project success can be influenced by team satisfaction. The project leader usually oversees and manages the team, organising and managing project activities between stakeholders and other team members. The study found that gratitude, enhanced morale, increased responsibility, putting in extra effort and job quality are all reasons why team satisfaction might affect a construction project's success.

Conclusions flowing from an investigation of the literature together with the results of two recent research studies suggest that the relationship quality between the client representative (CR), the design team and the team undertaking construction management activities is a major factor governing construction time performance (CTP). While the managerial performance of the manager of the construction team was found to be a pivotal factor, the interaction between the CR and the construction management team was found to be crucial in facilitating good CTP, i.e. achieving a fast build rate. One interesting and valuable insight gained from the research studies reviewed in the present paper suggests that selection of a CR should be based on the capacity of the CR to gain the confidence of the project team. The CR characteristics which are significantly associated with good CTP are also discussed. It is proposed that these provide useful selection guidelines for appointing the appropriate person or team to represent the client's interests within the project coalition.

Growing emphasis on meeting client needs and improving project performance within the construction industry has led to increasing use of fully integrated “design and build” (D&B) construction project teams. Advocates of the D&B system contend that integrating design and construction this way leads to a seamless procurement process, improved team relationships, and a more efficiently delivered product. This article reports on research which explored the operational efficiency of such integrated project teams. The findings suggest that despite the benefits of integration, cultural and professional interfaces remain which impair team performance and undermine structural change management protocols. This effectively leaves the team operating as work‐groups in a similar way as they would under a traditionally procured contract, with the construction team excluded from the change management process. A methodology is proposed for exploring these discontinuities in detail, and addressing intra‐work‐group conflicts which threaten the continued development of D&B within the sector.

The traditional Chinese culture has always emphasized the authority of leaders and their “top-down” influence over subordinates tangled with “bottom-up” management. Paternalistic leadership can both nurture and restrict growth in mega-construction projects, due to the unique consequences (i.e. positive vs negative implications) for project teams. Hence, the present study aimed to explore the impact of paternalistic leadership (PL), team members’ voice (TMV) and team resilience (TR) on the mega-construction project success (MPS) in China's Belt and Road Initiative (BRI).

A surveyed-based sample of project professionals (N = 563) directly linked with the BRI was employed for statistical estimations with partial least squares (PLS) structural equation modeling (SEM).

Paternalistic leadership styles, including authoritarian leadership (AL), moral leadership (ML) and benevolent leadership (BL), significantly influence the mega-construction project success in BRI. The findings empirically validated that both BL and ML increase the likelihood of mega-construction project success. However, AL could impose a threat through its underlying negative influence. In addition, leaders with benevolence and morality have a positive influence on TMV and TR, while leaders with authoritarianism signal a negative impact. Furthermore, both TMV and TR significantly and positively mediate the relationships between AL-MPS (Model-1), BL-MPS (Model-2) and ML-MPS (Model-3), respectively.

The present study is a groundbreaking endeavor that fills a crucial research gap by investigating mega-construction project success in the BRI through paternalistic leadership, project team members' voice and team resilience in a multi-mediation model. These novel findings offer valuable strategic insights for managing mega-construction projects in countries with paternalistic solid cultural foundations, enabling project managers to navigate cultural nuances and optimize megaproject outcomes.

As the risks and uncertainties faced by construction projects increase, the study of organizational resilience becomes more and more important for construction project management. Therefore, this study aims to deepen the understanding of the micro-mechanisms of organizational resilience in construction projects and explore the impact of employee resilience on organizational resilience.

By combining the conservation of resources, this study constructs the mechanism of employee resilience on organizational resilience in construction projects and considers the mediating role of task types. A partial least squares structural equation model (SEM) was used to test hypotheses based on data collected from 224 respondents.

The results show that employees' work resilience has a direct positive impact on the organizational resilience in construction projects and is also mediated by inter-team tasks. However, the psychological resilience of employees will have a direct adverse effect on the organizational resilience in construction projects and will be mediated by inter-team tasks and intra-team tasks.

This study verifies the impact mechanism of employee resilience on organizational resilience, including direct effects and indirect effects through different types of team tasks, and reveals the micro-mechanisms of using employee resources to build organizational resilience. This article sheds light on how project managers and employees can develop resilience to deal with the uncertainty and complexity of construction projects.

The link between relationship typologies and effectiveness of conflict resolution approaches remains to be tested despite its significance in conflict management in construction project delivery. By using the four relationships attributes based on the group attachment theory, the purpose of the study was to explore the cluster of relationships among project teams and organisations and the performance of conflict management strategies across these clusters in the Ghanaian construction industry.

Using a deductive questionnaire survey in the Ghanaian construction industry, a total of 137 responses were gathered and analyzed using cluster analysis, mean scores and ANOVA to reveal the relationship clusters and performance of conflict management strategies across these clusters.

The results revealed eight relationship clusters that exist among project teams and organisations with distinct influence of roles & tasks function, cognition, emotions and behavior attributes across the relationship clusters. In the aspect of the effectiveness of conflict management strategies, it was noted that the performance of these strategies were significantly different across the groups. For instance, integrating as a conflict management strategy was deemed to be effective in resolving conflict in unitary, adversarial, pluralist, mutuality, collaborative and partnering relationship clusters. In the case of coopetitive and coercive relationships, the performance of integrating as a conflict management strategy was less effective. This study thus has empirically proved that, different relationship clusters of teams and organizations exist within the Ghanaian construction industry, and that they perform different roles & tasks functions, cognition, emotions and behavioural attributes in their formation. Additionally, the performance effectiveness of conflict management strategies differed across the relationship clusters.

By aligning the relationship attributes to the dynamics of relationship clusters experienced in project teams and organisations, relationship quality, suitability and effectiveness of conflict management strategies can be optimized. The findings can inform project teams and stakeholders to develop fit-for-purpose relationship attributes among teams and organisations to enhance team effectiveness, relationship quality and conflict management in the industry.

Despite the documented benefits of voice behavior for projects, little is known about antecedents of voice behavior in the project context, especially construction projects. Against this background, adopting a multi-team system perspective, this study attempts to investigate antecedents of team voice behavior from a contextual view.

This study identifies and examines six factors that influence team voice behavior. Specifically, project urgency, project temporality, and project complexity are identified from the project nature perspective. Satisfaction, trust, and commitment are generated from the relationship quality approach. Then, data from completed construction projects in China was collected to verify the effectiveness of these factors. Besides, the partial least squares structural equation modeling (PLS-SEM) technique was used in this study.

All six factors are found to be significant predictors of promotive team voice behavior. For prohibitive team voice behavior, only project complexity and project commitment make significant effects. Further, the differential effects of these factors on two types of voice behavior are revealed.

This study contributes to the literature on voice behavior in the project context, especially construction projects consisting of multiple teams. Also, this research enriches our knowledge on antecedents of team voice behavior in construction projects and thus affords practical implications to foster voice behavior.

Over the last couple of decades, many organisations are increasingly adopting virtual team concepts, and construction companies in the Middle East are no exception. Members of a virtual team are geographically scattered and represent a diverse range of cultures. Thus, challenging issues emerge more frequently than in a traditional team. There are challenges associated with space and time as well as high client's demand. Therefore, this study aims to identify and probe the causes of the challenges in virtual project teams in the construction industry of the Middle East.

A list of challenges was derived through a comprehensive review of relevant literature. Questionnaire survey was conducted with professionals who are involved in construction virtual project teams. Further, the factor analysis technique was used to analyse the survey responses.

The results show that the challenges in virtual team arrangement in the Middle East construction industry can be grouped into seven categories, namely, organisational culture, conflict within the team, characteristics of the team members, trust within the team members diversity of the team, communication and training, and cohesion in the team. Understanding of these factors will drive the needed platform to support effective virtual project teams in the Middle East.

This study raises the prospect that organisations may establish an environment for team members to achieve higher levels of virtual cooperation by concentrating on these potentially crucial factors. This, in turn, will encourage further innovation and performance within construction organisations.

The purpose of this paper is to examine the effect of team members’ composition on cost and time of completion of construction projects in selected higher institutions with a view to improving construction project delivery in Nigeria.

The study used the purposive sampling technique to select two higher institutions out of six in the study area, and census survey was used in selecting 35 completed construction projects executed by the institutions within the time frame 2000 to 2013. A total of 191 questionnaires were distributed to obtain information from construction team members (quantity surveyors, architects, structural/civil engineers, services engineers, contractors and clients) who participated in the selected construction projects. Mean item score and Kendall’s test were used in examining team members’ composition, while the relationship between team members’ composition and construction cost and time was tested using t-test and eta-squared.

The results revealed that construction team members’ composition has a significant impact on the completion time of construction projects, though with small magnitude, while the impact of construction team members’ composition on construction cost is not significant. Also, it was revealed that some team members did not play any team role due to the fact that the main criterion for team members’ composition was knowledge, skill and abilities (KSA).

The study finally recommended that a deliberate effort should be made in studying and ascertaining the team role every construction team member will play before appointing them to be member of a team, as improper team members’ composition could hamper effective construction project delivery in terms of completion time.

The study is an attempt to discourage the traditional construction team members’ selection system which was based on KSAs, which is deficient under team environment.

The purpose of this paper is to examine challenges faced by senior construction managers in managing cross‐cultural complexity and uncertainty. The rationale was to identify the key strategies that are considered essential for managing cross‐cultural complexity and uncertainty.

Interviews with 20 senior construction managers, ten in Kenya and ten in the UK, were recorded, transcribed and entered into the qualitative research software NVivo. Validity and reliability were achieved by first assessing the plausibility in terms of already existing knowledge on some of the cultural issues raised by participants. The findings were presented to the participants through workshops and group discussions.

The emerging key issues suggested that project leaders need to learn how to control their own characteristics and to use them selectively. An effective multicultural construction project team should focus on team output and attributes that characterise a multicultural team as a social entity.

Findings indicate that the role of construction project managers has significantly changed over the past two decades. In order to deal with cross‐cultural uncertainty, project leaders must have superior multicultural and interpersonal skills when managing global multicultural heavy engineering projects.

The research shows that leaders of global construction project teams need a good understanding of their culture, environment and the value of their individual contributions.