Social cohesion and interpersonal conflicts in projects

Udechukwu Ojiako, Graham Manville, Nadine Zouk, Maxwell Chipulu

Research output: Contribution to journalArticlepeer-review

2 Citations (Scopus)
8 Downloads (Pure)


One particular area of project management literature that has continued to gain momentum in literature is its social dimension; with a number of scholars emphasising the fact that there is a considerable social dimension to every project activity. Within this context, the authors examine parameters that drive social facets of projects with a particular focus on social cohesion, interpersonal conflicts and national culture. Data from 167 project managers working in Kuwait were collected utilising a web-based questionnaire. Bivariate statistical techniques were employed in the analysis of data, but revealed no evidence to support the notion that social cohesion or
interpersonal conflicts were impacted by project management experiences. In effect, findings from this research
suggest that social cohesion and interpersonal conflict transcend the effects of national culture.
Original languageEnglish
Pages (from-to)77-84
Number of pages8
JournalProceedings of the ICE - Management, Procurement and Law
Issue number2
Early online date7 Mar 2016
Publication statusPublished - Apr 2016

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