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Al-Meshekeh, H S and Langford, D A (1999) Conflict management and construction project effectiveness: a review of the literature and development of a theoretical framework. Journal of Construction Procurement, 5(01), 58–75.

  • Type: Journal Article
  • Keywords: conflict management; project manager; project performance; Saudi Arabia
  • ISBN/ISSN: 1358-9180
  • URL:
  • Abstract:
    A theoretical model is developed for the investigation of the relationship between construction project effectiveness and the style that project managers adopt when handling conflict. The research method uses 35 case studies in Saudi Arabia, all of them are sponsored by one client: the General Directorate Military of Works/ Ministry of Defence and Aviation (GDMW/MODA) in the Kingdom of Saudi Arabia (KSA). The research seeks to test the relationship of project performance measured by time, costs, quality, conflict intensity, conflict resolution method, and intensity of construction effort. This performance is then linked to the project managers' conflict handling styles. Project managers are employed by (GDMW/MODA) and their contractors. It is hypothesized that project managers who exhibit a conflict management style that seeks to integrate the parties to the contract will run more effective projects.

Birnie, J (1999) Private Finance Initiative (PFI): UK construction industry response. Journal of Construction Procurement, 5(01), 5–14.

Craig, R (1999) How innovative is the common law of tendering?. Journal of Construction Procurement, 5(01), 15–26.

Edwards, P J and Bowen, P A (1999) Risk and risk management in construction projects: concepts, terms and risk categories re-defined. Journal of Construction Procurement, 5(01), 47–57.

Rashid, K B A and Morledge, R (1999) Strategies to remove or alleviate constraints affecting the processes of construction procurement in Malaysia. Journal of Construction Procurement, 5(01), 27–41.