No-Blame Culture and the Effectiveness of Project-Based Design Teams in the Construction Industry: The Mediating Role of Teamwork

Jelle Koolwijk, Clarine van Oel, Juan Carlos Gaviria Moreno

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Abstract

This study investigates how a no-blame culture affects the effectiveness of project-based design teams across different project delivery methods in the construction industry. Ninety-two team members of 34 project-based design teams assessed the no-blame culture, level of teamwork, and team effectiveness in teams that were procured through different routes. A multilevel analysis shows that the relation between integrated project delivery methods, such as design–build and strategic partnering, and team effectiveness varies across levels of no-blame culture. A mediated regression analysis found that the effect of no-blame culture on team effectiveness is mediated by teamwork. Managers of project-based design teams in the construction industry should, therefore, invest both time and effort in creating a no-blame culture and the level of teamwork in parallel. This will enhance the level of team effectiveness in integrated project delivery methods.
Original languageEnglish
Article number04020033
Number of pages13
JournalJournal of Management in Engineering
Volume36
Issue number4
DOIs
Publication statusPublished - 2020

Keywords

  • Construction industry
  • No-blame culture
  • Project-based design teams
  • Team effectiveness
  • Teamwork

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