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Interplay of relational governance, task conflict, opportunism and their effect on the performance of projects

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  • Jawad Talha Rehan

    (School of Management, Huazhong University of Science and Technology, Wuhan, Hubei, China)

  • Zhao Xuefeng

    (School of Management, Huazhong University of Science and Technology, Wuhan, Hubei, China)

  • Rafiq Mansoor

    (School of Management, Huazhong University of Science and Technology, Wuhan, Hubei, China)

Abstract

Practitioners and academics have been perplexed over the years by low efficiency and bad performance in construction projects. Several critical factors have been uncovered by previous studies which are governance mechanism, task conflict and opportunism. But an obvious question arises how the mechanism of governance in the presence of conflict can mitigate opportunism. The overarching objective of this study is therefore to create a model to study the effectiveness of these mechanisms of governance in the presence of task conflict. This paper is based on a positivist study philosophy in which a quantitative deductive method was used to collect data from 139 participants. Hypotheses were tested using structural equation modeling (SEM) through SmartPLS3.The research findings show that relational governance affects project efficiency considerably and is helpful in decreasing opportunism and conflict. In addition, there is proof that opportunistic behavior will increase the task conflict among parties but both task conflict and opportunism doesn’t have direct impact on the performance of project Key Words:Relational Governance; Project performance; Task Conflict; Opportunism

Suggested Citation

  • Jawad Talha Rehan & Zhao Xuefeng & Rafiq Mansoor, 2019. "Interplay of relational governance, task conflict, opportunism and their effect on the performance of projects," International Journal of Research in Business and Social Science (2147-4478), Center for the Strategic Studies in Business and Finance, vol. 8(6), pages 201-211, October.
    • Handle: RePEc:rbs:ijbrss:v:8:y:2019:i:6:p:201-211
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    References listed on IDEAS

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    Cited by:

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