Analysis of Conflict Centers in Projects Procured with Traditional and Integrated Methods in Nigeria

Abstract

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.

Determining the Performance of Procurement Methods against Selection Criteria using Outranking - Satisfying Methodology.

“…Simply, the utility factors link client priority variable to the expected performance of each procurement method in terms of these variables. The procurement methods considered were design-bid-build (lump sum contract), direct labour system which are categorized by Dada (2012) as traditional procurement methods. Others were designbuild which according to Ogunsanmi et al (2011) is attracted to clients because of its speed of project completion, cost reductions, simplified contracting and creation of single point responsibility; management contracting and the Build-Own-Operate-Transfer (BOOT) system which is the major variant of the emerging procurement methods.…”

Critical Success Factors for Public Private Partnerships in the UAE Construction Industry- A Comparative Analysis between the UAE and the UK

“…As there are different conditions and factors present in different countries, it is essential to perform individual studies on CSFs in these countries. The main characteristics of PPP keep changing and usually depend on the government incentives and the amount of risk involved in a particular project (Dada, 2012). The purpose of this study therefore, is to cover the gap which is present in the terms of research of CSFs in countries such as UAE.…”

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“…The deduction is that personality and relationship issues and project or client goals and other organizational pressures can give rise to conflicts. Dada (2012) investigated the frequency or incidence and the intensity or seriousness of conflicts on some projects executed with traditional and integrated procurement method in Nigeria, using some selected conflict centres. The results of his investigation indicate that there were no significant differences in the incidence of conflicts, between the traditional and integrated procurement methods.…”