Construction project management and the effects of project team cohesion

By Dr. Dimitrios P. Kamsaris,
Professor of Organizational Behavior
UGSM-Monarch Business School


Stefanos Kougoulos,
Doctorate Candidate, Project Management
UGSM-Monarch Business School


This paper aims at answering the strategic question, “In which way do the team cohesion affect the project management in the construction industry”? The construction projects are operating within a continuously changing environment and are characterised as complex due to the factors that influence the construction process.

The current research was based on the process of the questionnaires and semi–structured interviews and was applied in construction companies. The findings and the data analysis are presented here-below. Having discussed the findings of this research, suggestion for improvement was given. The limitations of the research were also acknowledged as well as recommendations for further research.

Keywords: project management, teams, team cohesion

  1. Introduction

The objective of this paper is to present a topic of Effects of Team Cohesion on project management in the construction Industry. The research objective is to attempt to identify the team cohesion as a success factors affecting the effective development of construction projects, in construction projects. Brown and Kaka (2003) states that the construction industry is under achieving and has a poor rate of performance while investing little in research and development. The present is important initially for the company understudy, itself, as well as other companies operating in the same industry, in order to increase peoples’ effectiveness and improve performance. Secondly, the research is important for the academic community and for practitioners who may use the results of this research.

The most important research questions that will be determined during the current study are:

What are the factors that turn a team into a cohesive team?

How a cohesive team can contribute to achieve the effective delivery of projects?


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About the Authors

Dr. Dimitrios P. Kamsaris


Dr. Dimitrios P. Kamsaris is a Professor of Organizational Behavior at Monarch UGSM Business School in Switzerland and Visiting Professor of Management at Business Schools in France, UK, Denmark, Cyprus, and Greece. Dr. Kamsaris has completed postdoctoral education at Harvard University. He held CEO and managerial positions in Coca-Cola, Sherwin Williams, Athens 2004, Shell and D Constructions.  Today, he serves as a member of Board of Directors and management consultant in commercial and construction firms.  Furthermore, he trains public & private sector executives in the U.K., Denmark, Cyprus and Greece. Recently, he trained Pakistan Top Governmental Directors in UK.  He is published in business and academic journals and is a chartered member of the Cyprus Human Resource Management Association.  e-mail: [email protected]

Stefanos Kougoulos


Mr. Stefanos Kougoulos is a Doctorate Candidate and Researcher in Project Management at Monarch UGSM Business School in Switzerland.  He has extensive experience as a procurement engineer. His main responsibility is within the purchasing and investment department of the major oil seeds processing industry and maritime company in Greece, since 2006.   In the past, he has collaborated with technical naval bureau as a surveyor and drawing engineer. Mr. Stefanos Kougkoulos holds a Master of Science degree in Construction Project Management from Heriot Watt University, as well as a Bachelor degree in Mechanical Engineering. During his postgraduate thesis he conducted a research on the way the Project Success Factors Affect the Residential Construction Projects in Greece.  e-mail: [email protected]