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The objectives of this paper are to examine the impact of psychological contract on project performance in private construction projects and to investigate if the positive effect of psychological contract on project performance can be mediated by inter-organisational teamwork.

Multiple regression analysis and mediation analysis were applied in this study to conduct the proposed hypotheses. Data were collected via questionnaire surveys from the construction professionals working for contractor firms on private construction projects.

The result of the multiple regression analysis indicated that psychological contract between contractors and owners is significantly related with project performance in construction projects. This study examined five psychological contract components, but the most important element was found as trust which can influence every aspect of project performance. Fairness is another key factor that can improve project performance in terms of budget and quality. Further, the findings of the mediation analysis revealed that inter-organisational teamwork has a mediating effect on the relationship between psychological contract and project performance.

This paper presents the important role of psychological contract between contractor and owner organizations in construction projects that can affect project performance. The study also highlights the significance of inter-organisational teamwork as a mediator to the relationship between psychological contract and project performance.

This paper aims to examine the effects of task and relationship conflicts on team creativity, and the moderating role of shared leadership in inter-organizational teams. An inter-organizational team normally comprises employees from collaborated organizations brought together to conduct an initiative, such as product development. Practitioners and researchers have witnessed the prevalence of conflict in inter-organizational teams. Despite significant scholarly investigation into the importance of conflict in creativity, a deep theoretical understanding of conflict framework remains elusive.

A questionnaire survey was conducted in China to collect data. Consequently, 54 teams, which comprised 54 team managers and 276 team members, were deemed useful for the study.

By testing our hypotheses on 54 inter-organizational teams, we found that relationship conflict has a negative relationship with team creativity, whereas task conflict has an inverted U-shaped (curvilinear) relationship with team creativity. Furthermore, when shared leadership is stronger, the negative relationship with team creativity is weaker for relationship conflict, whereas the inverted U-shaped relationship with team creativity is stronger for task conflict.

The main limitation is cross-sectional, which cannot establish causality in relationships. Despite this potential weakness, the present research provides insights into conflict, leadership and inter-organizational collaboration literature.

The findings of this study offer some guidance on how managers can intervene in the conflict situations of inter-organizational teams.

Managers are struggling to identify ways to effectively manage team conflict when a team of diverse individuals across organizational boundaries are brought together to solve a problem. The findings of this study offer some guidance on how managers can intervene in the conflict situations of inter-organizational teams.

This paper provides understandings about how relationship and task conflicts affect team creativity in inter-organizational teams.

This paper systematically reviewed research work on drivers of teamwork, which will reinforce construction work teams to enhance workers’ safety performance. This study adds to the existing but limited understanding of teamwork drivers on construction workers’ safety performance. This paper presents scholars and industry-based professionals with critical initiatives that have to be implemented in organisations to get positive results in safety while working in teams with an emphasis on systems drivers of teamwork on safety performance at the organisational level, which will help in providing information on the functioning of the teams and contribute towards improved safety performance of team workers.

This study aims to systematically examine the existing body of knowledge on drivers of teamwork by analysing 53 publications from the years 1997–2021. The Scopus search engine was used to conduct a systematic review and germane publications were collated.

According to the findings of the review, since 1997, there has been a burgeoning concern in the research of drivers of teamwork and its impact on workers’ safety performance. After performing a systematic review, 37 drivers of teamwork were identified. The top five drivers are effective communications, team workers’ relations, leadership, shared knowledge and information, and team training. Moreover, it was noted that the United States and Australia have been the international regions of focus for most of the research in the area of drivers of teamwork from the years 1997–2021. The 37 drivers of teamwork are distributed into six major socio-technical components: people drivers; culture drivers; metrics drivers; organisational and management practices and procedures drivers; infrastructure drivers and technology drivers.

The results reported present research scholars and professional practitioners with an overview of the drivers of teamwork that could be implemented in the construction industry to streamline potential implementations and improve safety performance of construction workers.

A list of teamwork drivers has been developed to ratify potential empirical research in the area of construction safety. The results would contribute to the existing but restricted understanding of drivers of teamwork in the construction industry.

The purpose of this paper is to investigate the effect of behavioral dimensions constituting the essence of charismatic leadership (CL) on coordinated teamwork (CTW).

Data were collected from 113 members among 20 ad hoc project teams formed by specialists and assistant specialists employed in a public institution. Simple linear and multiple regression models were employed to analyze the effect of CL on CTW.

The behavioral dimensions of CL, which include possessing a strategic vision and articulation skill, sensitivity to the environment and sensitivity to member needs, were found to have a significant and positive effect on CTW, while the personal risk and unconventional behavior dispositions of a leader were found to render no significant effect on CTW.

Having tested the effect of CL behaviors on CTW, this particular model provides salient implications in clarifying which CL behaviors particularly render a significant effect on CTW and the consequential effectiveness of teamwork. Nevertheless, there is a need for longitudinal studies conducted in a range of different sectors and institutions.

The originality of this empirical study is that it advances the grasp of the relationship between CTW and the behavioral factors of CL.

Teamwork in the construction industry has attracted much attention from both academic and industrial circles. Most importantly, improving team effectiveness will increase the likelihood of successful project delivery. Recognising the factors influencing team dynamics is important for enhanced team performance.

Based on a detailed literature review, a survey questionnaire containing 10 aspects and 25 attributes of teamwork relevant to construction is used to collect feedback from Malaysian construction practitioners from client, consultant and contractor organisations to prioritise these hypothesised variables. The data are then subjected to reliability analysis, descriptive statistics (means, standard deviations, and frequencies), a one-sample t-test, the Kruskal–Wallis ANOVA and exploratory factor analysis.

The significance of these aspects and attributes is then presented. The three most crucial aspects are “project performance”, “decision-making capability” and “problem-solving ability”. The most influential attributes are “effective communication between project team members”, “efficient team leadership”, “well-defined team responsibilities and roles”, “clear team goals and objectives” and “good collaboration between all project leaders”. The Kruskal–Wallis ANOVA reveals five attributes having statistically significant differences with respect to company size, namely “clear team goals and objectives”, “commitment to the project”, “adequate resources”, “team or task processes” and “creativity and innovation”. Six underlying dimensions are found, comprising (1) participative engagement and task commitment; (2) team responsibility structure and accountability; (3) culture of trust and respect; (4) leader's skills and abilities; (5) top management support; and (6) synergic working environment.

The identification of these dimensions for team effectiveness provides rigorous basis for formulating useful team-building strategies for integrating a collaborative environment among project stakeholders and consequently improving project performance.

This paper bridges the identified knowledge gap concerning the dimensionality of teamwork attributes in construction-based setting and adds to existing knowledge of how team effectiveness can be leveraged to improve project performance in the construction management literature.

There is robust evidence that good teamwork is essential to the delivery of high‐quality healthcare. This paper reports on a leadership intervention to improve team‐working in multidisciplinary clinical teams and the health outcomes of those populations served by them. The Shared Leadership for Change initiative was funded and managed by The Health Foundation as part of its portfolio of leadership awards. The initiative sought to support the development of ‘shared’ leadership in the teams through the intervention of specially trained and supported leadership development consultants who worked with clinical teams delivering diabetes care working across primary and secondary sectors. The paper explains the rationale underpinning the approach, describes how the intervention was operationalied, and presents findings on its impact to date. The authors conclude by advocating that given the right context this intervention is an effective approach that leads to improved clinical team effectiveness and better multidisciplinary working in modern healthcare. The difficulties of ascribing any improvements in clinical outcomes or the patient experience to the interventions are also explored.

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.

Outlines the total quality management approach used to develop and sustain an undergraduate curriculum in supply management. Illustrates the importance of identifying the primary customer, and using the customer’s needs as the foundation for a curriculum. Examines the importance of empowering faculty and students to create leadership and advance the curriculum. Finally, discusses ways in which faculty, students and business leaders use these three elements to improve the curriculum.

The purpose of this paper is to examine the routes of team goal attainment through individual and social mechanisms.

The study is based on a qualitative thematic analysis of interviews, annual reports and observations of team meetings conducted within a Finnish department store.

The key findings of our analysis are three fold. First, we identified four routes to team goal attainment: team leadership, one’s own work, customer service and team work. We propose that for team members, these routes to goal attainment are more important than the organizational goals of sales and reputation themselves, since sales and reputation may be too far removed from the team’s everyday work. Second, both individual and social mechanisms are needed for team goal accomplishment. This finding highlights the importance of the social identity perspective in binding individual and collective motivations together. Third, teamwork in our case department store is somewhat affected by non-participative conventions, but many employee-involving practices can also be identified. These employee-involving HRM practices offer the employees a voice, and give the teams and team supervisors sufficient power in work organization.

The limitations of this study are mostly due to the qualitative case study design which hinders the generalization of the results. The wide perspective of the study can also be seen as a limitation.

The results suggest that HR professionals and line managers should be more aware of and support the processes through which teams and team members attain organizational goals. This requires detailed knowledge of the processes – routes to team goal attainment – at the shop floor level.

This study highlights the interconnectedness of individual and team level attributes in retail team work, and proposes the perspective of social identity theory as a lens for analysis.

This study examines the impact of supply chain quality management (SCQM) on supply chain integration (SCI), operational performance (OP) and market performance (MP). The mediating impacts of SCI and OP on the SCQM–MP relationship are also explored and the indirect impact of SCQM on OP via SCI is investigated.

The study population included all Jordanian manufacturing firms. Data were collected through self-administered questionnaires filled out by a randomly selected sample of 267 participants from various industries. The model of this study was assessed for validity and reliability, which were found to be satisfactory. Research hypotheses were tested using structural equation modeling (SEM) with Analysis of a Moment Structures (AMOS) software.

The findings have important implications for the direct and indirect impacts of SCQM on MP. While the direct impact was found to be insignificant, SCI and OP were found to fully mediate the SCQM–MP relationship. The findings also demonstrated that the impact of SCI on OP was insignificant; likewise, the mediating impact of SCI on SCQM–OP was insignificant.

This study fills a knowledge gap regarding the impact of SCQM on MP. This study is one of the first studies to explore the mediating impacts of SC and operational capabilities in terms of SCI and OP on the SCQM–MP relationship. This study is also one of the first to explore the indirect impact of SCQM on OP via SCI. This study conceptualizes SCQM as collaborative quality management (OP) practices that are externally focused to include upstream and downstream members of the SC.