Mediating Role of Time Pressure on the Relationship between Organizational Psychology Safety and Motivation of Learning from Failure in Large-Scale Construction Project

Lingna Lin,Lianbo Zhu,Xiaowei Luo,Min Xu,Sainan Cheng,Luigi Aldieri

doi:10.1155/2022/5927796

Abstract

Large-scale construction projects are characterized by the temporary cooperation of different parties with objectives, making it challenging to learn from failure under great time pressures. Learning from failure in such multiparties projects must overcome the fear of speaking out the “failure,” reflected by organizational psychology safety. This study aims to explore the impact of organizational psychology safety on the motivation of learning from failure under the mediating role of time pressure by a cross-sectional study. Data was collected by a questionnaire survey of 189 construction practitioners and analyzed by applying regression analysis. Results show that organizational psychology safety was negatively associated with time pressure and positively with the motivation of learning from failure. Time pressure was detrimental to the motivation of learning from failure, and it partially mediated the relationship between organizational psychology safety and motivation of learning from failure. Insights from the analysis could help the managers of organizations or projects to attach importance to the influence and role of learning from failure and could provide them with guides to implement lessons-learned systems.

Highlights

Large-scale construction projects (LCPs), organizations, and technology platforms for value-added activities [1] reflect high degrees of complexity
Time Pressure (TP) plays a mediated role in the relationship between organizational psychology safety (OPS) and learning from failure (LFM). e findings of this study showed that TP was magnified for some projects if the time was not properly allocated
LF outside organization has always been a difficult issue in LCPOs. is empirical study showed the significance of OPS for understanding LF in LCPs and examined the mediating role of TP in the relationship between OPS and LFM. e findings contributed to the body of knowledge on harmonization between project tasks and learning from failure by exploring how OPS influences LFM, and the mediating role of TP on the relationship between OPS and LFM

Summary

Introduction

Large-scale construction projects (LCPs), organizations, and technology platforms for value-added activities [1] reflect high degrees of complexity. Erefore, the nature of large-scale construction projects is cross-organization structures [2]. E cross-organization and temporal efforts characteristics make it more challenging to learn from failure and use the lessons learned for the other projects [3]. LCPs have failed to communicate the failed-project information effectively and have not yet formed a culture of learning from failure (LF) that links technology and people together. Time pressure, combined with resource constraints, affects the project team’s LFM [7]. The project team members from different organizations have only a limited time to get to know each other as they might not have experience of working together before. The project team members from different organizations have only a limited time to get to know each other as they might not have experience of working together before. ey must learn

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