by Jeffrey C Kadlowec, Architect

Abstract

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Introduction

Innovation plays a critical role in enterprise competitiveness and is of great importance to the global construction industry. However, the construction industry remains traditionally conservative; project-based and task-focused organizations hinder innovation. Individual creative behavior is often stifled by the interdependency of this environment. With increasing uncertainty and limited project durations, team members must recognize opportunities for innovation while adopting and implementing policies to incorporate greater diversity. Leadership should encourage and motivate employees towards achieving tasks and committing to goals. Team work is a critical factor in success for project managers and a measure of effectiveness. Project managers should be flexible enough to fill different roles, exert positive influence, and tackle various challenges. Adapting to a changing environment, exhibiting courage, and taking risks increase impact of individuals and strengthen relationships (Zheng, 2019).

Transformational leadership has the ability to establish and encourage project teams towards common goals through short-term influence. Applying adaptive styles through charismatic and inspirational behavior is essential in management of complex projects. Simpler projects are better addressed through transactional leadership to manage expectations, communicate specific requirements, and offer reward incentives (Zheng, 2019). Temporary organizations are more effective in the uncertain and changing conditions of complex projects, while permanent organizations can focus on efficiency in simpler or repetitive work.

Organizational Culture

Compatibility between people and organizations depend on congruency in values and goals which are internal constraints assessed through cognition and behavior. Organizational culture are the core principles shared by team members which must align with industry demands and social norms. Incongruent beliefs and behaviors lead to weak organizational culture and a low level leadership (Zheng, 2019). Project citizenship behavior (PCB), derived from organizational citizenship behavior (OCB) has gained attention for its positive effect in reducing threats caused by high complexity and inherent uncertainty, promoting success in project management, and improving overall performance. Organizational culture is a pattern of shared assumptions learned as a group through external adaptation and internal integration defined by four dimensions of individualism, power distance, uncertainty avoidance, and masculinity (Zhao, 2024). Interorganizational conflicts arise as confrontations involving interests between buyers and sellers regarding tasks and relationships. These involve disagreements over ideas and opinions about tasks, or through emotional friction and personal incompatibility between entities. Furthermore, relationship conflicts between organizations more easily escalate into destructive processes than within intraorganizational ones.

Social responsibility is a willingness to serve the interests of people above personal interests. Construction enterprises tend towards this type of organizational culture, whether in the public or private sector, as successful implementation serve public interests and provides goods in place of the government. Much of the reward for participation is through recognition by society and realization of social value. Customer orientation reflects the degree an organization provides services and satisfies needs (Zhao, 2024). Construction remains a buyer’s market; winning customers in extremely competitive where sellers must provide high-quality services to best meet needs. Customer-oriented service should focus on refined processes to achieve project performance to obtain recognition and revenue.

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References

Li, Xiaoyu & Deng, Jiaojiao. (2024). The impact of cross-organizational private relationships on cooperative behavior in construction projects. International Journal of Managing Projects in Business, 17 (3). DOI: 10.1108/IJMPB-11-2023-0245.

Li, Xingwei; Li, Jingru; Huang, Yicheng; He, Jinrong; Liu, Xiang; Dia, Jiachi & Shen, Qiong. (2022). Construction enterprises’ adoption of green development behaviors: an agent-based modeling approach. Humanities and Social Sciences Communications, 9 (244). doi.org/10.1057/s41599-022-01263-9.

Li, Yijing; He, Nan; Li, Huimin; Liu, Ziqi & Qi, Jianyun. (2021). Influencing factors on inter-organizational trust asymmetry behavior in construction projects. Engineering, Construction and Architectural Management, 28 (1). DOI 10.1108/ECAM-05-2019-0256.

Lin, Sen; Chen, Siyu & Liu, Xun. (2023). The Dark Side of Empowering Leadership: How Empowering Leadership Affects Unethical Pro-Organizational Behavior in Construction Projects. Buildings, 13. doi.org/10.3390/buildings13102640.

Ling, Florence Y Y & Yapary, Michelle. (2024). Impact of Leaders’ Organizational Behavior on the Satisfaction and Well-Being of Project Managers. Journal of Management in Engineering, 40 (6). doi.org/10.1061/JMENEA.MEENG-6133.

Lohne, Jardar & Drevland, Frode. (2024). Crime in the Architecture, Engineering and Construction (AEC) Industry—The Role of Subcontractors. Buildings, 14 (3352). doi.org/10.3390/buildings14113352.

Luo, Lan; Yang, Yue; Wu, Guangdong; Zheng, Junwei & Liu, Defa. (2023). Effects of Organizational Leadership on Project Citizenship Behavior and Management Performance in Complex Construction Projects. Buildings, 13 (1). doi.org/10.3390/buildings13010259.

Panahi, Babak; Moezzi, Elena; Preece, Christopher N & Wan Zakaria, Wan Normeza. (2017). Value conflicts and organizational commitment of internal construction stakeholders. Engineering, Construction and Architectural Management, 24 (4).  DOI: 10.1108/ECAM-01-2016-0006.

Quelhas, Adriane D; Filho, José R F; Neto, Julio V & Pereira, Valdecy. (2019). Model to Measure Adherence of Culture, Climate, and Organizational Behavior in a Construction Company. Journal of Management in Engineering, 35 (4). DOI: 10.1061/(ASCE)ME.1943-5479.0000688.

Su, Wei & Hahn, Juhee. (2023). Psychological Capital and Organizational Citizenship Behaviors of ConstructionWorkers: The Mediating Effect of Prosocial Motivation and the Moderating Effect of Corporate Social Responsibility. Behavioral Sciences, 13 (12). doi.org/10.3390/bs13120981.

Wang, Zilun; Wang, Yingli & He, Qinghua. (2025). Too Much of a Good Thing? The Curvilinear Effect of Responsible Leadership on Unethical Pro-Organizational Behavior in Projects. Project Management Journal. doi.org/10.1177/8756972825140305.

Xue, Hong; Ling, Florence Y Y; Sun, Tao; Song, Yirou & Zheng, Junwei. (2022). Social Exchange Approaches to Promoting Inter-Organizational Citizenship Collaborative Behaviors in the Construction Project Team. Journal of Civil Engineering & Management, 28 (6). doi.org/10.3846/jcem.2022.16015.

Xue, Hong; Sun, Tao & Zheng, Junwei. (2022). Organizational Elements and Collaborative Organizational Citizenship Behavior in Off-Site Construction Projects. Journal of Construction Engineering and Management, 148 (10). DOI: 10.1061/(ASCE)CO.1943-7862.0002379.

Yang, Delei; He, Qinghua; Cui, Qingbin & Hsu, Shu-Chien. (2018). Organizational Citizenship Behavior in Construction Megaprojects. Journal of Management in Engineering, 34 (4). DOI: 10.1061/(ASCE)ME.1943-5479.0000614.

Zhao, Xiaoyu; Lu Wenxue & Liu, Bowen. (2024). How to Foster Project Citizenship Behavior in Construction Industry: Organizational Culture Matters. IEEE Transactions on Engineering Management, 71. doi.org/10.1109/TEM.2023.3243309.

Zheng, Junwei; Wu, Guangdong; Xie, Hongtao & Li Hongyang. (2019). Leadership, organizational culture, and innovative behavior in construction projects. International Journal of Managing Projects in Business, 12 (4). DOI: 10.1108/IJMPB-04-2018-0068.