Social cohesion and interpersonal conflicts in projects

Ojiako, Udechukwu, Manville, Graham, Zouk, Nadine and Chipulu, Maxwell (2016) Social cohesion and interpersonal conflicts in projects. Proceedings of the ICE - Management, Procurement and Law, 169 (2). pp. 77-84. ISSN 1751-4312

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Abstract

One particular area of project management literature that has continued to gain momentum in literature is its social dimension; with a number of scholars emphasising the fact that there is a considerable social dimension to every project activity. Within this context, the authors examine parameters that drive social facets of projects with a particular focus on social cohesion, interpersonal conflicts and national culture. Data from 167 project managers working in Kuwait were collected utilising a web-based questionnaire. Bivariate statistical techniques were employed in the analysis of data, but revealed no evidence to support the notion that social cohesion or interpersonal conflicts were impacted by project management experiences. In effect, findings from this research suggest that social cohesion and interpersonal conflict transcend the effects of national culture.

Item Type: Article
Faculty \ School: Faculty of Social Sciences > Norwich Business School
Depositing User: Pure Connector
Date Deposited: 27 Jan 2016 12:01
Last Modified: 28 Oct 2019 14:04
URI: https://ueaeprints.uea.ac.uk/id/eprint/56792
DOI: 10.1680/jmapl.14.00038

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