Organizing to avoid project overload: The use and risks of narrowing strategies in multi-project practice

Gustavsson, Tina Kärrbom

doi:10.1016/j.ijproman.2015.10.002

Cited by 31 publications

(30 citation statements)

References 38 publications

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“…Second, strain-based work-to-family conflict occurs when fatigue and irritability caused by stress in the work field limits an individual's ability to fulfill requirements in the family field [26]. Construction professionals need to address many stressful and challenging tasks, such as taking on multiple roles and rapidly adjusting to changing project requirements [27,28]. This is likely to trigger strain-based work-to-family conflict.…”

Section: Work-to-family Conflictmentioning

confidence: 99%

Work-to-Family Conflict, Job Burnout, and Project Success among Construction Professionals: The Moderating Role of Affective Commitment

Cao

Liu

Zhou

et al. 2020

IJERPH

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This study explored the effects of work-to-family conflict on job burnout and project success in the construction industry. First, a theoretical model with affective commitment as a moderating variable was developed according to the conservation of resources theory. A structured questionnaire survey was then performed with Chinese construction professionals, with 309 valid responses received. In the valid data, the proportion of male construction professionals is 73% and that of female construction professionals is 27%. The analysis of the valid data used structural equation modeling. The results indicate that: (i) work-to-family conflict has a positive and significant effect on job burnout, and a negative and significant effect on project success; (ii) job burnout negatively affects project success; (iii) affective commitment negatively moderates the relationship between work-to-family conflict and job burnout. This study extends the existing body of knowledge on work-to-family conflict and helps us to better understand the functional and moderating roles of affective commitment in the context of construction projects. Furthermore, this study provides theoretical guidance and a decision-making reference to help construction enterprises manage the work-to-family conflict and job burnout of construction professionals and advance their levels of affective commitment.

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Section: Work-to-family Conflictmentioning

confidence: 99%

Work-to-Family Conflict, Job Burnout, and Project Success among Construction Professionals: The Moderating Role of Affective Commitment

Cao

Liu

Zhou

et al. 2020

IJERPH

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“…Then, time-based conflicts occur. Second, because of the project complexity associated with large budgets, the nonlinear relationship, irregular resource allocation and high uncertainty [ 37 ], project employees, especially leaders or managers, must bear heavy responsibilities, balance the demands of many stakeholders and rapidly adjust to the dynamic requirements [ 38 ]. Hence, project managers or professionals experience work overload, causing stress [ 39 ] and likely leading to strain-based conflict.…”

Section: Theory and Hypothesesmentioning

confidence: 99%

“…Hence, project managers or professionals experience work overload, causing stress [ 39 ] and likely leading to strain-based conflict. Finally, considering the dynamic and uncertain project environment, project managers or professionals experience challenging tasks, generating bad emotions (e.g., frustration, disturbance) [ 37 , 38 ]. Moreover, the negative emotion and the project-based context may influence project managers’ work behavior and personality, impacting the project’s success [ 40 ].…”

Section: Theory and Hypothesesmentioning

confidence: 99%

Work-Family Conflict, Perceived Organizational Support and Professional Commitment: A Mediation Mechanism for Chinese Project Professionals

Zheng

2018

IJERPH

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Projects are characterized by long working hours, complex tasks and being a kind of temporary organization. As such, work-family conflict is particularly prominent for project employees. This research examined whether and how work-family conflict affects professional commitment among Chinese project professionals. Research hypotheses were developed to explore the relationship between work-family conflict, professional commitment to the project and the mediating effects of perceived organizational support. Data were collected from 327 project managers or professionals working in construction enterprises in China; data were analyzed using structural equation modeling, applying the bootstrapping method. Results showed that there were three dimensions of work-family conflict: time-based conflict, strain-based conflict and behavior-based conflict. There were two dimensions of perceived organizational support: emotional support and instrumental support. The study also tested the negative effect of work-family conflict on professional commitment and the positive effect of perceived organizational support on professional commitment. Specifically, time-based conflict and emotional support had positive effects on professional commitment. Perceived organizational support had a total mediating effect between work-family conflict and professional commitment. The strain-based conflict dimension of work-family conflict had negative impacts on professional commitment through perceived emotional support and instrumental support. Overall, our findings extend a better understanding of work-family conflict and professional commitment in the project setting and verify the importance of social support in balancing work and family and improving employee mobility.

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“…Many project managers find project work motivating, stimulating and creative, but it also has a frustrating, ambiguous and stressful aspect to it (Karrbom, 2016;Koolhaas et al, 2011;Hosseini, Chileshe and Zillante, 2014). The term 'stress' is ambiguous, with different people interpreting it in their own way.…”

Section: Introductionmentioning

confidence: 99%

Exploring project managers’ perception of stress when working in increasingly complex construction projects

Jepson

Kirytopoulos

London

2017

CEB

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Stress is a recognised feature of the project managers’ life. Projects are becoming more complex with the uncertainty in the system contributing to the lack of control and added stress. This study explores a microcosm of 25 project managers in the South Australian construction industry, their perceived level of uncertainty and stress. The project managers interviewed provide their views on what their key stressors were and the mechanisms they use to manage effectively their stress. The results showed that structural, technical and directional complexity of projects was high, but this did not always convert into more stress for the project managers. The results indicate that stressors like the lack of resources; lack of control and increasing accountability were project managers’ primary concerns. Coping strategies included optimism, applying emotional intelligence and active planning strategies. In addition, they reduced their stress by working with good teams, using theirs and their team's experience, implementing sound systems and processes and effectively researching and gathering information.

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Organizing to avoid project overload: The use and risks of narrowing strategies in multi-project practice

Cited by 31 publications

References 38 publications

Work-to-Family Conflict, Job Burnout, and Project Success among Construction Professionals: The Moderating Role of Affective Commitment

Work-to-Family Conflict, Job Burnout, and Project Success among Construction Professionals: The Moderating Role of Affective Commitment

Work-Family Conflict, Perceived Organizational Support and Professional Commitment: A Mediation Mechanism for Chinese Project Professionals

Exploring project managers’ perception of stress when working in increasingly complex construction projects

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