Theoretical model for mental health management of project management practitioners in architecture, engineering and construction (AEC) project organizations

Abstract

PurposeThis conceptual paper aims to develop a multi-level mental health management framework for project management practitioners (PMPs) in architecture, engineering and construction (AEC) project organizations through organizational design theories to extend current knowledge on mental health by revealing organizational, project and external environmental factors contributing to mental health management in AEC project organizations.Design/methodology/approachA systematic literature review was adopted to propose a theoretical model that integrated five organizational design theories: institutional theory, agency theory, resources-based theory (RBT), contingency theory and complexity theory.FindingsThe model reveals permanent organization, project organization and external environment factors for mental health management in AEC project organizations. It further proposed hypothetical interrelationships between elements of permanent organization, project organization, external environment and mental health management indicators to unravel the resultant effects of the interactions on mental health of PMPs.Originality/valueThis research contributes to the body of knowledge by developing a multi-level mental health management framework that identify and shows how combination permanent organization, project organization and external environment elements impact mental health of PMPs in AEC project organizations. It offers a model that offers guidance to practitioners on permanent organization and project organization management practices that can be implemented to improve mental health.

PESTEL analysis of mental health management of project management practitioners (PMPs) in architecture, engineering and construction (AEC) project organization

“…This finding is supported by extant studies on the impact of social factors on mental health management outcomes (Alrasheed, 2015;Yang et al, 2017). Social factors are strong explanatory constructs of mental health management practices (Tijani et al, 2021a;Parker et al, 2017). Social factors in the garb of good social relationship between PMPs and external stakeholders, national culture that prioritizes mentally healthy projects, and support from social communities in project execution contribute to governance strategy employed in developing project management activities (Alrasheed, 2015).…”

“…, 2017). Social factors are strong explanatory constructs of mental health management practices (Tijani et al. , 2021a; Parker et al.…”

“…Institutional theory complements the arguments of previous studies on the critical role of external environmental factors in shaping project management practices that contributes to the mental health of PMPs. Consideration of psychological health of PMPs by political factors would determine coercive isomorphism imposed on the organization in developing project management activities that enhance positive mental health (Tijani et al, 2021a). Therefore, it is hypothesized that:…”

Broader use of the Modern Methods of Construction (MMC) in the UK public sector: A Business Model Canvas (BMC) perspective

“…The theory establishes a paradigm in which success is not defined by the number of factors adopted in their business processes but rather by the adoption of the appropriate ones (Miles, 2012). Tijani et al (2021) report the effectiveness of the theory in explaining construction organisations' propensity to meet external demand. The theory, moreover, suggests that a single optimum strategy to achieve a competitive advantage does not exist (Nnaji and Awolusi, 2021).…”

“…Moreover, scholars pioneering the theory in construction research are showcasing important and valuable insights (Brege et al, 2014;Tijani et al, 2021;Alkilani and Loosemore, 2022;Standing and Lamari, 2023). For instance, Brege et al (2014), review the business strategies of five companies in Sweden and the influence of a changing market on their business models, and similarly, Rad et al (2022) contribute to the theory by arguing a construction innovation in relation to a change in performance.…”