The effect of top management support and collaborative team on project performance in Malaysian construction industry: Moderating effect of trust
This paper examines the effect of the top management support and collaborative team on project performance in the Malaysian construction industry. Besides, this paper further investigates the moderating effect of trust in the relationship. With the support of Resource-Based View (RBV) theory, a quan...
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| Main Authors: | , |
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| Format: | Article |
| Language: | English |
| Published: |
Penerbit Universiti Malaysia Pahang
2022
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| Subjects: | |
| Online Access: | http://umpir.ump.edu.my/id/eprint/34322/1/The%20effect%20of%20top%20management%20support%20and%20collaborative%20team.pdf http://umpir.ump.edu.my/id/eprint/34322/ https://doi.org/10.15282/ijim.13.1.2022.6921 https://doi.org/10.15282/ijim.13.1.2022.6921 |
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| Summary: | This paper examines the effect of the top management support and collaborative team on project performance in the Malaysian construction industry. Besides, this paper further investigates the moderating effect of trust in the relationship. With the support of Resource-Based View (RBV) theory, a quantitative research design is applied to test the hypotheses and accomplish the research objectives. The population of 2342 companies are obtained from the Malaysian Construction Industry Development Board (CIDB) 2020. The minimum sample size is 107 companies, as suggested by G-power. A total of 150 online survey questionnaires were distributed using a simple random sampling technique and received 123 responses. The data is analyzed by using Partial Least Square Structural Equation Modelling (PLS-SEM) with the support of SmartPLS software. The findings show that the effect of top management support on project performance and the moderating effects of trust are not supported. While the collaborative team has a positive effect on project performance. In conclusion, construction companies should focus on the collaborative team in improving their project performance. |
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