Documenting the Interactive Effects
of Project Manager and Team-Level
Communication Behaviors in
Integrated Project Delivery Teams
Brian Manata 1, Vernon D. Miller 2, Sinem Mollaoglu 3,
and Angelo J. ...
Documenting the Interactive Effects
of Project Manager and Team-Level
Communication Behaviors in
Integrated Project Delivery Teams
Brian Manata 1, Vernon D. Miller 2, Sinem Mollaoglu 3,
and Angelo J. Garcia 3
Abstract
This study examines the in?uence of project managers’communication behaviors in integrated project delivery (IPD) projects.
This study also considers the impact of team-level information sharing on team-level outcomes (i.e., goal alignment, decision qual-
ity, process commitment, and project quality). Results indicate that team information sharing was perceived as bene?cial, but the
effects of project manager communication behaviors were inconsistent. Interaction analyses indicated that project managers’
communication behaviors hindered team functioning if teams were already engaging in adequate levels of information sharing.
This manuscript contributes to the project management corpus by explicating an integrative model whereby project manager
and team-level information-sharing behaviors are modeled simultaneously.
Keywords
project management, team information sharing, communication, integrated project delivery, IPD
Introduction
Well-functioning project teams are indispensable for multior-
ganizational collaborations. Across all industries, project
teams plan schedules, establish procedures, and monitor
?nancial and personnel resources to develop products and
improve processes (Baiden & Price, 2011). Where project
team collaboration falters, product quality suffers, delays
abound in delivery, and costs exceed their budgets
(Kappelman et al., 2006; Pinto & Mantel, 1990). External
reasons for poor project team quality include owners’lack
of commitment, delays in materials, and a lack of communi-
cation with stakeholders (Druskat & Wheeler, 2003;
Kappelman et al., 2006; Pinto & Mantel, 1990). Internal
reasons derive typically from the lack of trust among
members, hostile climates, and weak managerial behaviors
(Kozlowski & Bell, 2013; Salas et al., 2018).
1
The responsibility for achieving a high level of collaboration
within teams usually rests on the project manager (Chipulu
et al., 2013; Kappelman et al., 2006; Müller & Turner, 2010;
Sommerville et al., 2010). Organizations seek out individuals
with strong intellectual (e.g., critical thinking), managerial
(e.g., managing resources), and emotional (e.g., sensitivity,
motivation) competencies for these positions (Müller &
Turner, 2010). Recent research also points to the importance
of critical project manager communication behaviors formultiparty team success, such as monitoring team performance
quality, negotiating responsibilities and schedules, spurring cre-
ative approaches to problems, monitoring the team’s external
environment, and challenging team members’assumptions
(Morgeson et al., 2010; Paik et al., 2017; Sun et al., 2015; see
also Tjosvold et al., 1999).
At the same time, project managers can only do so much.
Team members must also buy into informa
