Abstract
The use of competition as a conflict-handling style aimed at win-lose end results has been highlighted by some researchers to be common during project execution. However, the impact of such competition on project performance remains largely under-researched. This article seeks to address this gap in the existing literature. A system dynamics simulation model of competition between two key project participants (client and engineering consultant) was formulated through a mixed methods research methodology incorporating the system dynamics approach. Data gathered for two sets of unique projects were used separately to conduct model calibrations, simulation experiments, and impact analyses. The results suggested that the competition negatively influenced project performance.
Highlights
There is widespread use of project management in almost every organisation [1]
The results suggested that the competition negatively influenced project performance
Some previous researchers note that the use of competition as a conflict-handling style is quite common among project participants during project execution [11] [12] [13]
Summary
Poor project performance continues to be commonplace [2] [3] [4] This may be attributed to many challenges encountered during project execution, including conflict [5]. Different project participants tend to take different decisions and control actions during project execution in a bid to protect their different and competing performance measures. Often intendedly rational [10], such different decisions and control actions may turn out to be mutually exclusive, leading to the use of competition (aimed at win-lose end results) as a conflict-handling style [9]. Some previous researchers note that the use of competition as a conflict-handling style is quite common among project participants during project execution [11] [12] [13].
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