Empirical Study upon Management Collaboration in Construction Projects

Abstract

To study what and how factors impact on inter-organizational and inter-divisional collaboration in construction projects, a management collaboration model was established, and eight indicators of the model were figured out. A questionnaire including 20 questions designed and delivered to 488 participants from 85 projects, the data of samples analyzed and the correlation of variables calculated by multivariate software named R. Results show that 92.70 percent of respondents suggest that the different project objectives, the different organizational culture and the poor information exchange and communication are the core factors leading to conflict between the participant organizations. Multivariate statistical analysis results show that greater inter-divisional collaboration, more harmonious interpersonal relationship, slighter sense of hierarchy, stronger orientation of democratic management style, and better information exchange and communication can generate less conflicts and better inter-organizational collaboration.