Abstract
This study examines the influence of project managers’ communication behaviors in integrated project delivery (IPD) projects. This study also considers the impact of team-level information sharing on team-level outcomes (i.e., goal alignment, decision quality, process commitment, and project quality). Results indicate that team information sharing was perceived as beneficial, but the effects of project manager communication behaviors were inconsistent. Interaction analyses indicated that project managers’ communication behaviors hindered team functioning if teams were already engaging in adequate levels of information sharing. This manuscript contributes to the project management corpus by explicating an integrative model whereby project manager and team-level information-sharing behaviors are modeled simultaneously.
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
