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dc.contributor.authorSagar, Sukhwant Kaur
dc.contributor.authorArif, Mohammed
dc.contributor.authorOladinrin, Olugbenga Timo
dc.contributor.authorRana, Muhammad Qasim
dc.date.accessioned2022-01-11T14:48:58Z
dc.date.available2022-01-11T14:48:58Z
dc.date.issued2022-12-31
dc.identifier.citationSagar, S.K., Oladinrin, O.T., Arif, M. and Rana, M.Q. (in press) Challenges negating virtual construction project team performance in the Middle East. Built Environment Project and Asset Management.en
dc.identifier.issn2044-124Xen
dc.identifier.urihttp://hdl.handle.net/2436/624539
dc.descriptionThis is an accepted manuscript of an article published by Emerald in Built Environment Project and Asset Management (in press). The accepted version of the publication may differ from the final published version.en
dc.description.abstractPurpose Over the last couple of decades, many organisations are increasingly adopting virtual team concepts, and construction companies in the Middle East are no exception. Members of a virtual team are geographically scattered and represent diverse cultures. Thus, challenging issues emerge more frequently than in a traditional team. There are challenges associated with space and time as well as high client’s demand. Therefore, this study aims to identify and probe the causes of the challenges in virtual project teams in the construction industry of the Middle East. Design/methodology/approach A list of challenges was derived through a comprehensive review of relevant literature. Questionnaire survey was conducted with professionals who are involved in construction virtual project teams. Further, the factor analysis technique was used to analyse the survey responses. Findings Results show that the challenges in virtual team arrangement in the Middle East construction industry can be grouped into seven categories, namely: organisational culture, conflict within the team, characteristics of the team members, trust within the team members diversity of the team, communication and training, and cohesion in the team. Understanding of these factors will drive the needed platform to support effective virtual project teams in the Middle East. Originality/value This study raises the prospect that organisations may establish an environment for team members to achieve higher levels of virtual cooperation by concentrating on these potentially crucial factors. This, in turn, will encourage further innovation and performance within construction organisations.en
dc.formatapplication/pdfen
dc.language.isoenen
dc.publisherEmeralden
dc.relation.urlhttps://www.emerald.com/insight/publication/issn/2044-124Xen
dc.subjectvirtual teamen
dc.subjectconstruction industryen
dc.subjectMiddle Easten
dc.subjectorganisational cultureen
dc.subjectteam cohesionen
dc.titleChallenges negating virtual construction project team performance in the Middle Easten
dc.typeJournal articleen
dc.identifier.journalBuilt Environment Project and Asset Managementen
dc.date.updated2022-01-10T18:14:17Z
dc.date.accepted2022-01-09
rioxxterms.funderUniversity of Wolverhamptonen
rioxxterms.identifier.projectUOW11012022OOen
rioxxterms.versionAMen
rioxxterms.licenseref.urihttps://creativecommons.org/licenses/by-nc/4.0/en
rioxxterms.licenseref.startdate2022-12-31en
refterms.dateFCD2022-01-11T14:47:58Z
refterms.versionFCDAM


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