How to Achieve Better Cooperation and Performance in Construction Projects: A Perspective of Interorganizational Conflict Profiles
基于中国建筑行业调查数据，识别出四种组织间冲突轮廓，发现任务-过程主导和低水平冲突轮廓下合作行为最高，且冲突通过合作行为影响项目绩效，为管理者提供冲突管理指导。
Conflicts in construction projects have received considerable attention because of their significant impact on cooperation between participants and project performance. Existing literature typically categorizes inter-organizational conflict into three types: task, relationship, and process conflict. These conflicts have been studied from a separation perspective, leading to inconsistent views in the existing literature. This study aims to fill this gap by examining inter-organizational conflict profiles in construction projects, providing a more accurate understanding of the influence of conflict on cooperative behavior and project performance. Based on survey data from the Chinese construction industry, this study reveals that inter-organizational conflict exists in the form of four profiles: high-level, balanced, task-process-dominant, and low-level. Among these profiles, the levels of cooperative behavior were highest in the task-process-dominant and low-level conflict profiles. Furthermore, conflict affects project performance through the mediating role of cooperative behavior, with the highest project performance observed in the low-level conflict profiles. By uncovering the existence of these inter-organizational conflict profiles and their subsequent effects, this study offers a more comprehensive view of the impact of conflict on organizational cooperation and project performance under conditions of bounded rationality. It helps explain the contradictions in the inter-organizational conflict literature, provides supplementary insights into conflict profile research, and provides guidance for construction project participants in conflict management.