Impact Of Role Ambiguity And Role Conflict On Project Success With Moderating Role Of Top Management Support In Construction Industry Projects Of Pakistan

Abstract

Project successful completion is the ultimate goal of any project. In Architecture, Engineering & Construction (AEC) industry of Pakistan, being one of the largest industry of Pakistan, Projects are a key factor to achieve future state of any organization. With multiple teams serving in multidisciplinary domains for multiple projects, these team members suffer from role ambiguity and role conflict which leads to poor employee performance, higher turnover rates and lack of commitment. To overcome these, top management support is a major variable yet to be explored in the industry as a moderator. Research study explored impact of role ambiguity and role conflict on project success with moderating role of top management support in the context of AEC industry in Pakistan from project sites of twin cities. 300 questionnaires were circulated, 61% online and 89% physically responded leading to overall 75% feedback. It was concluded that Role conflict has a significant negative impact on the project success while top management support has a positive significant impact on the project success. Role ambiguity did not have a significant impact on the project success in AEC industry of Pakistan. It was mainly due to organized and specific designated roles through job descriptions and human resource management practices. Based on the analysis it was concluded, top management support moderated the impact of role conflict on the project success but failed to establish any significant relationship to moderate between project success and role ambiguity as later was unable to impact project success.

Keywords: Role ambiguity, role conflict, project success, Top management support, Architecture, Engineering & Construction.