Conflicts in any organization can either be functional or dysfunctional and can contribute to or detract from the achievement of organizational or project objectives. This study investigated the frequency and intensity of conflicts, using five conflict centers, on projects executed with either the integrated or traditional method in Nigeria. Questionnaires were administered through purposive and snowballing techniques on 274 projects located in twelve states of Nigeria and Abuja. 94 usable responses were obtained. The collected data were subjected to both descriptive and inferential statistical analysis. In projects procured with traditional methods, conflicts relating to resources for project execution had the greatest frequency, while conflicts around project/client goals had the least frequency. For projects executed with integrated methods, conflicts due to administrative procedures were ranked highest while conflicts due to project/client goals were ranked least. Regarding seriousness of conflict, conflicts due to administrative procedures and resources for project execution were ranked highest respectively for projects procured with traditional and integrated methods. Additionally, in terms of seriousness, personality issues and project/client goals were the least sources of conflict in projects executed with traditional and integrated methods. There were no significant differences in the incidence of conflicts, using the selected conflict centers, between the traditional and integrated procurement methods. There was however significant difference in the intensity or seriousness of conflicts between projects executed with the traditional method and those executed with integrated methods in the following areas: technical issues, administrative matters and personality issues. The study recommends that conscious efforts should be made at teambuilding on projects executed with integrated methods.

The construction product is an outcome of many procurement possibilities, among which the most dominant has been the design-bid-build (otherwise called the traditional) method. The procurement method's real or perceived drawbacks have warranted or even been rationalized for the emergence of alternative methods. Yet there is a continued use of the method in both private and public sector projects in Nigeria. This study thus sought to investigate stakeholders' perception on the use of the traditional method. 241 questionnaires were administered purposively on construction industry client, consulting and contracting organizations. 100 were received and analyzed through the use of descriptive and inferential statistical tools. Respondents were requested to express their agreement or otherwise with twenty issues raised from literature and practice on the traditional project procurement. The aggregated rankings for the stakeholder organizations show that 'where sought at all, inputs of contractors are at best advisory' ranked first among issues being assessed on traditional project procurement practice. 'Relationships among participants breed mistrust' ranked least among the twenty issues. The results of the analysis further indicate that there are no significant differences between the three stakeholder groups on some selected issues in traditional project procurement practice and documentation. It is recommended that the homogeneity of perceptions about the traditional method can be a springboard and form a baseline for further intervention efforts at improving construction project procurement in Nigeria.

Purpose – Using projects executed with both traditional and integrated procurement methods, the study sought to investigate relationships that exist among project participants and the influence of those relationships on cost growth. The paper aims to discuss these issues. Design/methodology/approach – Questionnaires were administered among 274 construction projects located in 12 states including the Federal Capital Territory of Nigeria. Responses were obtained from 96 projects. Data were subjected to both descriptive and inferential analyses. Findings – In terms of cordiality, relationships between client and contractors ranked highest, while those among in-house project teams ranked lowest. Cost growth or cost overrun is significantly correlated with client-contractor relationship, consultant-contractor relationship, client-consultant-contractor relationship and in-house team relationships. No association between procurement method and cost growth was found. Research limitations/implications – The limitation of generalizability of results due to the sampling method used is acknowledged. One implication of the findings is that in the context of this research, any explanation for cost growth has to be found outside procurement methods. Practical implications – Findings may assist project participants on variables to consider in anticipating, preventing or managing cost growth in building construction projects, beyond formularization of contracts and structures. Originality/value – The research has uniquely investigated the association between intangible project team relationships and tangible variable of cost growth.

No abstract

This research was embarked upon to assess the state of formal learning processes (FLPs) in construction industry organisations in Nigeria. Data was collected using a structured questionnaire administered on sixty selected construction industry organisations operating in Lagos, Nigeria. The sampling was done through the purposive sampling method. Thirty questionnaires were returned. The FLPs adapted from a published instrument were used in the survey. The collected data was subjected to both descriptive and inferential statistical analyses. The findings indicate that "Information collection" was ranked highest while "Analysis" was ranked least. The results further indicate that there is no significant difference in organizational learning practices among contracting, consulting, and client organizations in the Nigerian construction industry. This study recommends that the absence of gap in perception regarding the status of FLPs in the Nigerian construction industry can be leveraged on to bring about improvements in the industry.